Virtual organization (network,modular)- small core organization that outsources major business functions; lots of flexibility Boundaryless organization-

eliminates vertical/horizontal boundaries to have limitless spans of control, reduce chain of command (ex. cross-hierarchical teams/crossfunctional teams) Organizational design: Mechanistic model (highly standardized) vs organic model Strategies within organizations: 1. Innovation 2. Cost-minimization 3. Imitation- minimize risk and maximize opportunity for profit, moving new products after innovation have proven their viability Types of groups 1. Command- report directly to a job task 2. Task- individuals working together to complete a job task, can cross command relations 3. Interest- whatever the individual is concerned with 4. Friendship- one or more common characteristics Reference groups- in which a person is aware of other members, in the group or would like to be, feels group members to are significant Deviant workplace behavior- voluntary behavior that violates norms, threatens wellbeing of the organization Status characteristics theory- (1) power a person wields over others (2) persons ability to contribute to a groups goals (3) personal characteristics High-status people: better to resist conformity, more valued/assertive/freedom Groupthink- group pressures for conformity deter the group from critically apprising views Groupshift- exaggeration of the initial positions people hold after discussion Work group (share information + help with responsibility) vs. work team (synergy coordinated effort) Types of teams: (1) problem-solving (2) self-managed work teams (3) cross-functional teams (4) virtual teams (coloration online) Team effectiveness= context+ composition +process Team success=resources + leadership / structure + trust + evaluation /reward system Team composition= abilities + personality + allocation of roles + diversity + size Machiavellianism- how to gain and use power, manipulative Attribution theory- judging people depending on distinctiveness, consensus, or consistency; can be either internal or external causation, Fundamental attribution error- caused by errors/biases influence of internal or personal factors Selective perception- quickly draw conclusions without the risk of drawing an inaccurate picture Halo effect- draw impression from the basis of a single characteristic (ex. people select characteristics if presented to them) Contrast effect- comparing to another isolated event Stereotyping Anchoring bias- fixate on initial or last info and fail to adjust for subsequent information

Confirmation bias- seek out info that reaffirms and discount info that contradicts them Availability bias- base judgments on info readily available Escalation of commitment- staying with a decision even when there is clear evidence its wrong Risk aversion- prefer sure thing over risky outcome Hindsight bias- to believe falsely after the outcome is known, that it was accurately predicted Whistle-blowers- tattle tails Three-component model of creativity- (1) expertise (2) creative-thinking skills (3) intrinsic task motivation Confirming-evidence trap (seeking out information that supports our existing point of view while avoiding contradictory information) Status-quo trap (favoring decision that perpetuate the status quo) Sunk-cost trap (making choices that justify past choices and resource commitments, even when past choices/commitments no longer seem valid) Framing trap (the way a problem is framed can profoundly influence the choices we make) Gains vs. losses: People are risk averse when a problem is framed in terms of gains but risk seeking when a problem is framed in terms of avoiding losses Estimating and forecasting traps Overconfidence: Overly confident about the accuracy of their predictions, most people set too narrow a range of possibilities Prudence: When faced with high-stakes decision, we tend to adjust our estimates just to be on the safe side Recallability: We overestimate probability of rare but catastrophic events because they get more attention