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ORGB 300 final
Drexel
| Question | Answer |
|---|---|
| Teams | 2 or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose |
| Virtual Teams | Team in which members are geographically dispersed and interdependently activity occurs electronically |
| Team Stages | team development in stages:Forming, Storming, Norming, Performing, (and Adjourning) |
| Punctuated Equilibrium | Team development in which teams quickly establish a routine, and then at the midpoint of a project, the team reassesses its approach |
| Task Interdependence | Degree to which members rely on other team members as the team carries out its work |
| Goal Interdependence | Degree to which members share the team goal and have personal goals that are aligned |
| Outcome Interdependence | Degree to which team members share in the team rewards and outcomes |
| Team Composition | The mix of people who make up a team in terms of their characteristics |
| Role | Set of behaviors a person is expected to display in a given context |
| Surface-level Diversity | Diversity regarding observable characteristics |
| Deep-level Diversity | Diversity regarding characteristics that are less directly observable |
| Team Process | Activities and interactions that occur within teams that contribute to their ultimate end goals |
| Coordination loss | extra effort expended in order to accomplish and integrate work in a team complex |
| Motivational loss | Reduction in motivation and individual experiences in a team setting |
| Teamwork Process | Activities of team member that relate directly to the accomplishment of team tasks |
| Brainstorming | Face-to-face group meeting in which team members offer as many ideas as possible |
| Nominal Group technique | approach to generate ideas and solutions that involves both individual work and work in team meetings |
| Teamwork Process | Interpersonal activities that facilitate the accomplishment of the team’s work but do not directly involve task accomplishment itself |
| Team States | Feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together |
| Cohesion | Emotional attachment that tends to foster high levels of motivation and commitment to the team |
| Power | ability to get someone else to do somethingyou want done or the ability to make things happen or get things done the way you want. |
| Influence | a behavioral response to the exercise of power |
| Psychological contract | unwritten set of expectations about a person’s exchange of inducements and contributions with an organization |
| Zone of indifference | range of authoritative requests to which a subordinate is willing to respond without subjecting the directives to critical evaluation or judgement |
| Legitimate power | formal authority is the extent to which a manager can use the “right of command” to control other people |
| Reward power | extent to which a manager can use extrinsic and intrinsic rewards to control other people |
| Coercive power | extent to which a manager can deny desired rewards or administer punishment to control other people |
| Process power | control over methods of production and analysis |
| Information power | access to and/or the control of information |
| Representative power | formal right conferred by the firm to speak for and to a potentially important group |
| Expert power | ability to control another’s behavior because of the possession of knowledge/experience/judgement that others need but don’t have |
| Rational persuasion | ability to control another’s behavior because, through the individual’s desirability of an offered goal and a reasonable way of achieving it |
| Referent power | control another’s behavior due desire to identify with the power source |
| Coalition power | ability to control another’s behavior indirectly because the individual owes an obligation to you or another as part of a larger collective interest. |
| Power-oriented behavior | action directed primarily at developing or using relationships in which other people are willing to defer to one’s wishes |
| Political savvy | knowing how to negotiate, persuade, & deal with people regarding goals they will accept. |
| Empowerment | process by which managers help others acquire and use the power needed to make decisions affecting themselves and their work |
| Organization politics | management of influence to obtain ends not sanctioned ends through nonsanctioned means and the art of creative compromise among competing interests |
| Agency Theory | Public corporations can function effectively even though their managers are self-interested and don’t always automatically bear the full consequences of their managerial actions. |
| Organizational Governance | Pattern of authority, influence, and acceptable managerial behavior established at the top of the organization |
| Leadership | process of influencing others and the process of facilitating individual and collective efforts to accomplish shared objectives |
| Trait perspectives | assume that traits play a central role in differentiating between leaders and nonleaders or in predicting leader or organizational outcomes |
| Behavioral perspectives | assumes that leadership is central to performance and other outcomes |
| Consideration | sensitive to people’s feelings |
| Initiating structure | if a leader is high in being concerned with spelling out the tasks requirements and clarifying aspects of the work agenda |
| Leadership grid | An approach that uses a grid that places concern for production on the horizontal axis and concern for other people on the vertical axis |
| Prosocial power motivation | power oriented toward benefiting others |
| Situational control | the extent to which leaders can determine what their groups are going to do and what the outcomes of their actions are going to be |
| LPC or Least-Preferred Coworker scale | measure of a person’s leadership style based on a description of the person with whom respondents have been able to work least well |
| Leader match training | Leaders are trained to diagnose the situation to match their high and low LPC scores with situational control |
| Path-goal view of managerial leadership | assumes that a leader’s key function is to adjust his/her behaviors to complement situational contingencies |
| Directive leadership | Spells out the what and how of subordinates’ tasks |
| Supportive leadership | focuses on subordinate needs, well-being, and promotion of a friendly work climate |
| Achievement-oriented leadership | emphasizes setting goals, stressing excellence, and showing confidence in people’s ability to achieve high standards of performance |
| Participative leadership | Consulting with subordinates and seeking & taking their suggestions into account before making decisions |
| Situational leadership model | focuses on the situational contingency of maturity or “readiness” of followers |
| Substitutes for leadership | A leader’s influence either unnecessary or redundant in that they replace a leader’s influence |
| Romance of leadership | people attributing romantic, almost magical, qualities to leadership |
| Implicit leadership | Preconceived notions about the attributes associated with leaders that reflect the structure and content of “cognitive categories” used to distinguish leaders from nonleaders |
| Prototype | mental image of the characteristics that comprise an implicit theory |
| Followership | the behaviors of individuals acting in relation to leaders |
| Implicit followership theories | preconceived notions about prototypical and antitypical followership behaviors and characteristics |
| Social construction | individual behavior as “constructed” in context, as people act and interact in situations |
| Passive followership beliefs | beliefs that followers should be passive, deferent, and obedient to authority |
| Proactive followership beliefs | beliefs that followers should express opinions, take initiative, and constructively question and challenge leaders |
| Charismatic leaders | those leaders who are capable of having a profound and extraordinary effect on followers |
| Transactional leadership | leader-follower exchanges necessary for achieving routine performance routine performance agreed upon between leaders and followers |
| Transformational leadership | leaders broaden and elevate followers to look beyond their own interests to the good of others |
| Charisma | provides vision and a sense of mission, and it instills pride along with follower respect and trust |
| Inspiration | communicates high expectations, uses symbols to focus efforts, and expresses important purposes in similar ways |
| Intellectual Stimulation | promotes intelligence, rationality, and careful problem solving, by encouraging to look a problem in a different way |
| Individual consideration | personal attention; treats, coaches, and advises each employee individually |
| Leader-member exchange (LMX) theory | emphasizes the quality of the working relationship between leaders and followers |
| Self Efficacy | person’s belief that he or she can perform adequately in a situation |
| Optimism | the expectation of positive outcomes. |
| Hope | tendency to look for alternative pathways to reach a desired goal. |
| Resilience | the ability to bounce back from failure and keep forging ahead |
| Shared Leadership | dynamic, interactive influence process through which individuals in teams lead one another |
| Culturally endorsed leadership dimension | one that members of a culture expect from effective leaders |
| Context | collection of opportunities and constraints that affect the occurrence and meaning of behavior and the relationships among variables |
| Patterning of attention | involves isolating and communicating what information is important and what is given attention from a potentially endless stream of events, actions, and outcome |
| Transformational change | radical shifts of the organizations’ fundamental character |
| Unplanned change | occurs spontaneously or randomly |
| Planned change | response to someone’s perception of a performance gap; a discrepancy between the desire and the actual conditions |
| Performance gap | discrepancy between desired and the actual conditions |
| Forced-coercion strategy | uses authority, rewards, and punishments to create change |
| Rational persuasion strategy | uses facts, special knowledge, and rational argument to create change |
| Shared-power strategy | uses participatory methods and emphasizes common values to create change |
| Resistance to change | any attitude or behavior that indicates unwillingness to make/support a desired change |
| Authentic leadership | emphasizes owning one’s personal experiences and acting in accordance with one’s true or core self which underlies virtually all other aspects of leadership |
| Servant leadership | where the leader is attuned to basic spiritual values and, in serving these, serves others, leader’s collegues, organization, and society |
| Spiritual leadership | field of inquiry within the broader setting of workplace spirituality, including values attitudes & behaviors required to intrinsically motivate self and others to have a sense of spiritual survival through calling and membership. |
| Ethical leadership | emphasizes moral concerns |
| Shared leadership | dynamic, interactive influence process among individual in groups for which the objective is to lead one another to the achievement of group, organizational goals or both. may be used with vertical leadership |
| Influence process | often involves peer/ lateral influence & at other times involves upward/ downward hierarchical influence within a team |
| Conflict | parties disagree over substantive issues or when emotional antagonisms create friction between them |
| Substantive conflict | fundamental disagreement over ends or goals to be pursued and the means for their accomplishment. |
| Emotional conflict | interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, resentment, and the like |
| Interpersonal conflict | two or more individuals in opposition to each other |
| Intrapersonal conflict | within the individual because of perceived pressure from incompatible goals or expectations |
| Intergroup conflict | conflicts between groups in an organization |
| Interorganizational conflict | conflicts between organizations |
| Functional conflict | results in positive benefits to the group |
| Dysfunctional conflict | work to the group’s/organization’s disadvantage |
| Conflict resolution | when reasons for a conflict are resolved/eliminated |
| Avoidance | pretending a conflict does not really exist |
| Accommodation a.k.a. smoothing | playing down differences and finding areas of agreement |
| Compromise | when each party gives up something of value to the other |
| Competition | victory by force, superior skill, or domination |
| Authoritative command | formal authority to end conflict |
| Collaboration & problem solving | Recognition that something is wrong and needs attention through problem solving |
| Negotiation | process of making joint decisions when the parties involved have different preferences |
| Effective negotiation | substance issues are resolved and working relationships are maintained/improved. |
| Distributive negotiation | focuses on positions staked out or declared by the parties involved, each of whom is trying to claim certain portions of the available pie |
| Integrative negotiation | focuses on the merits of the issues & the parties involved try to enlarge the available pie rather than stake claims on the portions |
| Bargaining zone | range between one party’s minimum reservation point and the other party’s maximum. |
Created by:
bja34
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