Term
| Team and team effectiveness |
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Definition
- Teams are interdependent groups of workers with complementary skills working toward shared goals
- functional teams: work together daily on a cluster of ongoing and interdependent tasks
- problem-solving teams: focus on specific issues, develop potential solutions, and often take action
- cross-functional teams: bring together people from various work areas to identify and solve mutual problems.
- self-managed teams: work together to produce an entire product, major component or service
- Team effectiveness depends on: size, member roles, norms, cohesiveness, leadership |
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Term
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Definition
- the degree of attraction among group members
- it is generally assumed that cohesive groups are more satisfied ad more productive that non-cohesive groups because their members tend to interact more, participate more fully in group activities, and accept and work toward the groups' goals. |
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Term
| Stages of Organizational Socialization |
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Definition
- the process by which new employees learn group roles and norms and develop specific work skills and abilities.
a: the development of specific work skills and abilities
b: the acquisition of a set of appropriate role behaviors
c: adjustment to the work group's norms and values |
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Term
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Definition
- the tendency for persons to pay back those to whom they are indebted for assistance
"do unto others as you would have them do unto you." |
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Term
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Definition
conflict: behavior by a person or group intended to inhibit the attainment of goals by another person or group
intraindividual conflict: conflict that occurs when an individual is faced with two sets of incompatible goals.
interindividual conflict: conflict that occurs when two people are striving to attain their own goals, thus blocking the other's achievement.
intragroup conflict: conflict that arises when a person or faction within a group attempts to achieve a goal that interferes with the group's goal attainment.
intergroup conflict: conflict that occurs between two groups trying to attain their respective goals.
interorganizational conflict: conflict between organizations with incompatible goals. |
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Term
| Conflict resolution strategies |
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Definition
Thomas (1976, 1992)
- dominating (forcing): persisting in the conflict until one party's goals are achieved at the expense of those of the other. This can be labeled a win-lose strategy.
- accommodation: giving in or acing in a self-sacrificing manner to resolve the conflict. This is a win-lose strategy. Often, this strategy of appeasement is done to cut losses or in an effort to save the relationship between the conflicting groups.
- compromise: Each party must give up something. This a lose-lose strategy. Compromise is typical in bargaining situations.
- collaboration: the parties try to cooperate and reach a mutually beneficial solution. This is a win-win situation. Unfortunately, this is not always possible, particularly when the conflict is over scarce resources, and these is not enough to satisfy both parties' needs.
- avoidance: suppressing the conflict, not allowing it to come into the open, or simply withdrawing from the situation. Although this strategy avoids open conflict, the differences between the two parties still exist and will likely continue to affect their ability to work with one another. |
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Term
| Group decision making processes |
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Definition
- autocratic decision making: a process by which group decisions are made by the leader alone, based on information the leader possesses
- democratic decision making: a strategy by which decisions are made by the group members based on majority-rule voting
- consensus: decision making based on 100% member agreement |
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Term
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Definition
| - a syndrome characterized by a concurrence-seeking tendency that overrides the ability of a cohesive group to make critical decisions |
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Term
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Definition
| - the tendency for groups to make decisions that are more extreme than those made by individuals |
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Term
| Stages of team development |
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Definition
- Forming
- Storming
- Norming
- Performing
- Adjourning |
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Term
| Purposes of work group norms |
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Definition
norms: rules that groups adopt governing appropriate and inappropriate behavior for members.
- they are established to help the group survive
- norms can also develop that help commit work group members to producing higher-quality products or services
- they help increase the predictability of members' behavior
- they provide a sense of identity for the group by giving members a chance to express their shared values and beliefs |
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Term
| Contingency theories (MQs) |
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Definition
-theories that look at the interaction of characteristics of both the leader and the situation.
- Fiedler's contingency theory, path-goal theory, decision making model, leader-member exchange model |
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Term
| The leader member exchange model |
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Definition
- Effective leadership is determined by the quality of the interaction between leaders and particular group members
- Worker is the situational contingency
- Focus is on dyads – one on one relationship between leader and follower
- Leader-member exchange can range from low quality (out-group members) to high quality (in-group members)
- With high quality leader-member exchange, there is frequent, positive communication between leaders and members |
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Term
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Definition
| - theories that look for the major characteristics common to all effective leaders |
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Term
| Behavioral theories (MQs) |
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Definition
- theories derived from studies at Ohio State and University of Michigan that focus on the behaviors common to effective leaders
Ohio state:
- initiating structure: leader behaviors that define, organize, and structure the work situation
- consideration: leader behaviors that show a concern for the feeling, attitudes, and needs of followers
Michigan:
- task-oriented: leader behaviors focused on the work task
- relationship-oriented: leader behaviors focused on maintaining interpersonal relationships on the job |
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Term
| Fiedler's contingency model |
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Definition
| - a leadership theory that maintains the effective leadership depends on a match between the leader's style and the degree to which the work situation gives control and influence to the leader |
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Term
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Definition
- states that a leader's job is to help the work group achieve their desired goals
- directed: provides instructions and suggestions for performing a job
- achievement-oriented: concentrated on particular work outcomes
- supportive: focusing on interpersonal relationships and showing concern for workers' well being
- participative: encourages members to assume an active role in group planning and decision making |
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Term
| the decision making model |
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Definition
| - a theory that matches characteristics of the situation with leader decision-making strategies. |
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Term
| charismatic leadership theory |
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Definition
- states that leaders possess some exceptional characteristics that cause followers to be loyal and inspired
- Communicate shared group goals
- Convey confidence in their own abilities and those of followers
- Most effective when goals are unclear and situational conditions are unstable
- Some researchers suggest that charismatic leaders possess exceptionally high-quality social skills and an ability to inspire followers at a deep emotional level (Riggio, 1987)
- Negative and positive charismatic leaders |
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Term
| transformational leadership theory |
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Definition
- focuses on the leader's ability to provide shared values and a vision for the future for the work group
- idealized influence: refers to the transformational leader being a positive role model for followers. T-leaders would not behave in a manner inconsistent with their beliefs or values. As a result, T-leaders are respected and admired by followers
- inspirational motivation: like c-leaders, t-leaders are able to arouse and inspire followers by providing a compelling vision of a positive future and important and meaningful outcomes.
- intellectual stimulation: t-leaders stimulate followers' curiosity and their innovation and creativity. this is done in an intellectually challenging way, allowing followers to have input into brainstorming sessions and in decision making.
- individualized consideration: involves the leader's personalized attention to each followers' feelings, needs, and concerns. through this individualized attention, each follower is developed to his or her full potential |
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Term
| implicit leadership theories |
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Definition
= Follower-centric approach
- Leadership based on followers’ perception of leadership
= Individuals have prototypes of what leaders are suppose be like
= Six key factors of Implicit Leadership Theories:
- Sensitivity: understanding, sincere, helpful
- Intelligence: intelligent, knowledgeable, educated, clever
- Dedication: motivated, dedicated, hard-working
- Dynamism: energetic, strong, dynamic
- Tyranny: domineering, pushy, manipulative, loud, conceited, selfish
- Masculinity: masculine and male |
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Term
| leaders' implicit followership theories |
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Definition
- Individuals matching these prototypes are perceived as leaders
- Being perceived as leader is important: Afforded discretionary power and influence to lead effectively |
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Term
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Definition
- leadership training programs take a number of forms, although most follow 2 general approaches
- the 1st approach teaches leaders diagnostic skills, that is, how to assess a situation to determine the type of leader behavior that will work best.
- the 2nd approach teaches leaders specific skills or behaviors that they lack |
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Term
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Definition
- self-serving actions designed to affect the behavior of others to achieve personal goals.
- the one thing that distinguishes political behaviors from power and influence is the fact that organizational politics are always self-serving, whereas power and influence are not necessarily self-serving. |
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Term
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Definition
Power can take many forms and is derived from a variety of sources that are of two main types:
- organizational power: power derived from a person's position in an organization and from control over important resources afforded by that position
- individual power: power derived from personal characteristics that are of value to the organization, such as particular expertise or leadership ablity |
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Term
| use of influence tactics (MQs) |
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Definition
- assertiveness: making orders or demands
- ingratiation: using praise or making the other person feel important
- rationality: using logic to convince someone
- sanctions: withholding salary increases or promising or giving a salary increase
- exchanges: offering an exchange of favors
- upward appeals: obtaining the support of superiors
- blocking: threatening to stop working with the other person
- coalitions: obtaining coworkers' support of a request |
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Term
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Definition
- defined as any self-serving behavior. this means that politics includes many different types of behaviors.
- internal - external: refers to whether p/b involves only members of the org, or if it extends beyond the boundaries of the org to include outside people and resources.
- lateral - vertical: concerns whether the p/b occurs between members of the same status within the org, or if it crosses vertical status levels
- legitimate - illegitimate: concerns whether the behavior is normal "everyday politics", or some extreme form of p/b that violates the generally accepted "rules of the game" |
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Term
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Definition
- Developing expertise
- Forming relationships with higher-status members
- Forming coalitions |
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Term
| dimensions of organizational structure |
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Definition
| - refers to the arrangement of positions in an org and the authority and responsibility relationships among them |
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Term
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Definition
“Tall” - long chain of command and narrow span of control
“Flat” - short chain of command and wide span of control |
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Term
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Definition
- Line (directly produce product/service, e.g., assembly line workers)
- Staff (support line employees, e.g., HR) |
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Term
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Definition
| - the number of authority levels in an organization |
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Term
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Definition
| - the degree to which decision-making power rests at the upper levels of the organizational hierarchy |
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Term
| traditional and nontraditional structures |
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Definition
Traditional organizations have formally defined roles for members and are rule-driven, stable, and resistant to change (e.g., Corporations)
Ex: bureaucracy - org structure typified by a well-defined authority hierarchy and strict rules governing work behavior
Nontraditional organizations - characterized by less formalized work roles and procedures (e.g., start-ups)
Ex: team org - consisting of a team of members organized around a particular project or product |
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Term
| organizational culture (MQs) |
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Definition
Organizational culture - shared values, beliefs, assumptions, and patterns of behavior within an organization
- Artifacts: visible manifestations of a culture such as its art, clothing, food, architecture, and customs
- Values: enduring beliefs that specific conduct or end states which are personally or socially preferred to others
- Assumptions: the beliefs about fundamental aspects of life lying below the surface, but supporting the culture |
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Term
| organizational development (MQs) |
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Definition
| - the process of assisting organizations in preparing for and managing change |
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Term
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Definition
- Diagnosis of significant problems
- Development of appropriate interventions
- Intervention implementation
- Evaluation of intervention results
change agent: name for an OD practitioner, referring to the person's role as a catalyst who helps organizations through the process of change |
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Term
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Definition
- the results of evaluations of org develop programs are mixed. there have been some reports of glowing successes and other reports of failure.
- it remains quite popular, largely because its underlying theory - that organizations must adapt to keep up with the rapid changes in the world at large - makes sense. |
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Term
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Definition
- Action research: applies social science research methods to collecting relevant org data that are used for solving org problems
- Survey feedback: the consultant works with the org to develop and administer a survey instrument to collect data that are fed back to org members and used as the starting point for change
- T (training) – groups: uses unstructured group interaction to assist workers in achieving insight into their own motivations and behavior patterns in dealing with other org members
- Team building: teams of workers discuss how to improve team performance by analyzing group interaction
- Process consultation (vs. content expertise): a consultant helps a client-org study its problems objectively and learn to solve them
- Management by objectives (MBO): supervisors and subordinates jointly set performance goals; at the end of the goal period, their attainment is evaluated and new goals are set
- Quality circles: small groups of volunteer employees from the same work area who meet regularly to solve work-related problems |
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Term
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Definition
- sources of power possessed by individuals in organizations
- coercive: the use of punishment or the threat of punishment to affect the behavior of others
- reward: power that results from having the ability to offer something positive, such as money or praise
- legitimate: the formal rights or authority accompanying a position in an organization
- expert: power derived from having certain work-related knowledge and skill
- referent: power resulting from the fact that an individual is respected, admired, and liked by others |
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