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PSY204 Group Processes and Leadership

Deleted user 45 questions Updated 10 Nov 2019

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1Two or more people who share a common definition and evaluation of themselves and behave in accordance with such a definition.
1. AGroup (p. 276)
2. BEntitativity (p. 276)
3. CCommon bond (p. 277)
4. DAggregates (p. 277)
2Dynamic relationship between the group and its members that describes the passage of members through a group in terms of commitment and of changing roles.
1. AGroup socialisation (p. 296)
2. BRole transition (p. 297)
3. CGroup cohesiveness (p. 293)
4. DGroup effects (p. 278)
3What are the three basic processes of group socialisation?
1. AEvaluation (p. 297)
2. BCommitment (p. 297)
3. CRole transition (p. 297)
4. DCohesiveness (p. 293)
5. ESocial attraction (p. 295)
4Group members and potential members engage in an ongoing process of comparison of the past, present and future rewards of the group with the rewards of potential alternative relationships.
1. AEvaluation (p. 297)
2. BCommitment (p. 297)
3. CRole transition (p. 297)
4. DForming
5Evaluation affects the commitment of the individual to the group and the group to the individual in a relatively straightforward manner.
1. ACommitment (p. 297)
2. BEvaluation (p. 297)
3. CRole transition (p. 297)
4. DNorming
6A sharp change in the type of role a member occupies in a group.
1. ARole transition (p. 297)
2. BCommitment (p. 297)
3. CEvaluation (p. 297)
4. DPerforming
7Tuckman’s Five-Stage Developmental Sequence.
1. AForming
2. BStorming
3. CNorming
4. DConforming
5. EPerforming
6. FAdjourning
8An orientation and familiarisation stage of group development.
1. AForming
2. BNorming
3. CPerforming
4. DAdjourning
9A conflict stage, where members know each other well enough to start working through disagreements about goals and practices.
1. AStorming
2. BAdjourning
3. CNorming
4. DPerforming
10Having survived the storming stage, consensus, cohesion and a sense of common identity and purpose emerge.
1. ANorming
2. BForming
3. CPerforming
4. DStorming

11A period in which the group works smoothly as a unit that has shared norms and goals, and good morale and atmosphere.
1. APerforming
2. BForming
3. CNorming
4. DAdjourning
12The group dissolves because it has accomplished its goals, or because members lose interest and motivation and move on.
1. AAdjourning
2. BPerforming
3. CForming
4. DNorming
13Division of a group into different roles that often differ with respect to status and prestige.
1. AGroup structure (p. 304)
2. BExpectation status theory (p. 307)
3. CGroup socialisation (p. 296)
4. DSocial attraction (p. 295)
14Features of group structures.
1. ANorms (p. 300)
2. BRole (p. 305)
3. CStatus (p. 306)
4. DCommunication network (p. 308)
5. EDeviants (p. 311)
15Patterns of behaviour that distinguish between different activities within the group, and that interrelate to one another for the greater good of the group.
1. ARoles (p. 305)
2. BStatus (p. 306)
3. CCommunication networks (p. 308)
4. DNorms (p. 300)
16Consensual evaluation of the prestige of a role or role occupant in a group, or of the prestige of a group and its members as a whole.
1. AStatus (p. 306)
2. BCommunication networks (p. 308)
3. CNorms (p. 300)
4. DRoles (p. 305)
17Set of rules governing the possibility or ease of communication between different roles in a group.
1. ACommunication networks (p. 308)
2. BStatus (p. 306)
3. CRoles (p. 305)
4. DNorms (p. 300)
18The property of a group that affectively binds people, as group members, to one another and to the group as a whole, giving the group a sense of solidarity and oneness.
1. AGroup cohesiveness (p. 293)
2. BGroup socialisation (p. 296)
3. CGroup task (p. 285)
4. DGroup effects (p. 278)
19Attitudinal and behavioural uniformities that define group membership and differentiate between groups.
1. ANorms (p. 300)
2. BStereotype (p. 301)
3. CFrame of reference (p. 302)
4. DMorality (p. 304)
20An improvement in the performance of well-learned/ easy tasks and a deterioration in the performance of poorly learned/ difficult tasks in the mere presence of members of the same species.
1. ASocial facilitation (p. 279)
2. BDrive theory (p. 279)
3. CEvaluation apprehension model (p. 281)
4. DSocial impact (p. 287)
21Arousal that motivates performance of habitual behaviour patterns.
1. ADrive theory (p. 279)
2. BEvaluation apprehension model (p. 281)
3. CDistraction-conflict theory (p. 282)
4. DSocial facilitation (p. 279)
22Drive because people have learned to be apprehensive about being evaluated.
1. AEvaluation apprehension model (p. 282)
2. BDrive theory (p. 279)
3. CDistraction-conflict theory (p. 284)
4. DSocial facilitation (p. 279)
23Drive because people are distracting and produce conflict between attending to the task and to the audience.
1. ADistraction-conflict theory (p. 282)
2. BDrive theory (p. 279)
3. CSocial facilitation (p. 279)
4. DEvaluation apprehension model (p. 281)
24A reduction in individual effort when working on a collective task (one in which our outputs are pooled with those of other group members) compared with working either alone or co-actively (our outputs are not pooled).
1. ASocial loafing (p. 288)
2. BFree-rider effect (p. 289)
3. CSocial compensation (p. 291)
4. DMatching to standard (p. 290)
25We believe that others loaf; so, to maintain equity and to avoid being a ‘sucker’ we loaf.
1. AOutput equity (p. 290)
2. BEvaluation apprehension (p. 290)
3. CMatching to standard (p. 290)
4. DFollowing the crowd
26We worry about being evaluated by others; but when we are anonymous and cannot be identified, we hang back and loaf, especially when a task is not engaging. However, when we can be identified and therefore evaluated, loafing is reduced.
1. AEvaluation apprehension (p. 290)
2. BMatching to standard (p. 290)
3. COutput equity (p. 290)
4. DSocially identifiable
27Often, we do not have a clear sense of the group’s standards or norms, so we hang back and loaf. However, the presence of a clear personal, social or group performance standard should reduce loafing.
1. AMatching to standard (p. 290)
2. BEvaluation apprehension (p. 290)
3. COutput equity (p. 290)
4. DSocial Facilitation (p. 279)
28Gaining the benefits of group membership by avoiding costly obligations of membership and by allowing other members to incur those costs.
1. ASocial loafing (p. 288)
2. BFree-rider effect (p. 289)
3. CSocial compensation (p. 291)
4. DSocial impact (p. 291)
29Increase effort on a collective task to compensate for other group members’ actual, perceived or anticipated lack of effort or ability.
1. ASocial compensation (p. 291)
2. BSocial loafing (p. 288)
3. CEvaluation apprehension (p. 290)
4. DFree-rider effect (p. 289)
30Getting group members to achieve the group’s goals.
1. ALeadership (p. 322)
2. BGroup decisions (p. 322)
3. CGreat person theory (p. 324)
4. DSituational perspectives (p. 326)
31Leaders who use a style based on giving orders to followers.
1. AAutocratic leaders
2. BDemocratic leaders
3. CLaissez-faire leaders
4. DFriendly leaders
32Leaders who use a style based on consultation and obtaining agreement and consent from followers.
1. ADemocratic leaders
2. BAutocratic leaders
3. CLaissez-faire leaders
4. DDistinguished leaders
33Leaders who use a style based on disinterest in followers.
1. ALaissez-faire leaders
2. BDemocratic leaders
3. CAutocratic leaders
4. DReliable leaders
34Explicit or implicit decision-making rules that relate individual opinions to a final group decision.
1. ASocial decision making (p. 347)
2. BSituational control (p. 331)
3. CNormative decision theory (p. 333)
4. DSocial transition scheme (p. 348)
35All group members need to agree on decisions.
1. AUnanimity (p. 348)
2. BMajority wins (p. 348)
3. CFirst shift (p. 348)
4. DTwo-thirds majority (p. 348)
36Majority percentage of group agrees on a consensus.
1. AMajority wins (p. 348)
2. BUnanimity (p. 348)
3. CTwo-thirds majority (p. 348)
4. DTruth wins (p. 348)
37Discussion about solution that can be demonstrated to be correct.
1. ATruth wins (p. 348)
2. BFirst shift (p. 348)
3. CTwo-thirds majority (p. 348)
4. DMajority wins (p. 348)
38The group ultimately adopts a decision in line with the direction of the first idea in opinion shown by any member of the group.
1. AFirst shift (p. 348)
2. BTruth wins (p. 348)
3. CMajority wins (p. 348)
4. DTwo-thirds majority (p. 348)
39Types of group decision making.
1. AUnanimity
2. BMajority wins
3. CTruth wins
4. DTwo-thirds win
5. EFirst shift
6. FOverrule
7. GDictatorship
40Uninhabited generation of as many ideas as possible in a group, in order to enhance group creativity.
1. ABrainstorming (p. 348)
2. BIllusion of group effectivity (p. 350)
3. CGroup memory (p. 351)
4. DGroup think (p. 354)
41Despite explicit instructions to encourage the uninhibited generation of as many ideas as possible, members may still be concerned about making a good impression.
1. AEvaluation apprehension (p. 349)
2. BSocial loafing (p. 349)
3. CProduction matching (p. 349)
4. DProduction blocking (p. 349)
42Members use average group performance to construct a performance norm to guide their own generation of ideas.
1. AProduction matching (p. 349)
2. BProduction blocking (p. 349)
3. CEvaluation apprehension (p. 349)
4. DSocial loafing (p. 349)
43Reduction in individual creativity and productivity in brainstorming groups due to interruptions and turn taking.
1. AProduction blocking (p. 349)
2. BProduction matching (p. 349)
3. CSocial loafing (p. 349)
4. DEvaluation apprehension (p. 349)
44A mode of thinking in highly cohesive group in which the desire to reach unanimous agreement overrides the motivation to adopt proper rational decision-making procedures.
1. AGroup think (p. 354)
2. BBrainstorming (p. 348)
3. CGroup polarisation (p. 356)
4. DGroup mind (p. 353)
45Tendency for group discussion to produce more extreme group decisions than the mean of members’ pre-discussion opinions, in the direction favoured by the mean.
1. AGroup polarisation (p. 356)
2. BSocial comparison (p. 357)
3. CGroup think (p. 354)
4. DBrainstorming (p. 348)

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PSY204 Group Processes and Leadership

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