Chapter 11, 12, 14, 15, 16, 17 Flashcards
1
Q
Communicator
A
The individual, group, or organization that needs or wants to share information with another individual, group, or organization.
2
Q
Decoding
A
Interpreting and understanding and making sense of a message.
3
Q
Encoding
A
Translating a message into symbols or language that a receiver can understand.
4
Q
Figurehead role
A
A necessary role for a manager who wants to inspire people within the organization to feel connected to each other and to the institution, to support the policies and decisions made on behalf of the organization, and to work harder for the good of the institution.
5
Q
Interaction attentiveness/ interaction involvement
A
A measure of how the receiver of a message is paying close attention and is alert or observant.
6
Q
Noise
A
Anything that interferes with the communication process.
7
Q
Receiver
A
The individual, group, or organization for which information is intended.
8
Q
Charisma
A
A special personal magnetic charm or appeal that arouses loyalty and enthusiasm in a leader-follower relationship.
9
Q
Charismatic leader
A
A person who possesses legitimate power that arises from “exceptional sanctity, heroism, or exemplary character.”
10
Q
Consideration
A
A “relationship-oriented” leader behavior that is supportive, friendly, and focused on personal needs and interpersonal relationships.
11
Q
Contingency theory of leadership
A
A theory advanced by Dr. Fred E. Fielder that suggests that different leadership styles are effective as a function of the favorableness of the leadership situation least preferred.
12
Q
Designated leader
A
The person placed in the leadership position by forces outside the group.
13
Q
Emergent leader
A
The person who becomes a groups leader by virtue of processes and dynamics internal to the group.
14
Q
Formal leader
A
That individual who is recognized by those outside the group as the official leader of the group.
15
Q
Great man theory of leadership
A
The belief that some people are born to be leaders and others are not.
16
Q
Informal leader
A
That individual whom members of the group acknowledge as their leader.
17
Q
Initiating structure
A
A “task-oriented” leader behavior that is focused on goal attainment, organizing and scheduling work, solving problems, and maintaining work processes.
18
Q
Leadership
A
A social (interpersonal) influence relationship between two or more persons who depend on each other to attain certain mutual goals in a group situation.
19
Q
Least-preferred coworker (LPC)
A
The person with whom the leader least likes to work with
20
Q
Path-goal theory of leadership
A
A theory that posits that leadership is path- and goal-oriented, suggesting that different leadership styles are effective as a function of the task confronting the group.
21
Q
Transformational leader
A
A leader who moves and changes things “in a big way” by inspiring others to perform the extraordinary.
22
Q
Visionary leader
A
A leader who influences others through an emotional and/or intellectual attraction to the leader’s dreams of “what can be”.
23
Q
Administrative orbiting
A
An ineffective strategy for resolving conflict. Keeping appeals for change or redress always “under consideration”.
24
Q
Affective conflict
A
Seen in situations where two individuals simply don’t get along with each other.
25
Assertiveness
Can range from assertive to unassertive on one continuum. Communicating with others in a direct and honest manner without intentionally hurting anyone's feelings.
26
BATNA
An acronym popularized by Roger Fisher and William Ury which stands for 'Best Alternative to a Negotiated Agreement'. BATNA answers the question: 'What would you do if you weren't able to agree a deal with your negotiation counter party?' Your BATNA is the alternative action you'll take should your proposed agreement fail to materialize.
27
Behavioral conflict
Exists when one person or group does something that is unacceptable to others.
28
Character assassination
An ineffective resolution technique where the person with a conflict attempts to discredit and distance an individual from the others in the group.
29
Cognitive conflict
Can result when one person or group holds ideas or opinions that are inconsistent with those of others.
30
Conflict
The four types of conflict are goal conflict, cognitive conflict, affective conflict, and behavioral conflict. A serious disagreement or argument.
31
Constructive confrontation
A conflict that leads to a positive result.
32
Cooperativeness
The extent to which someone is interested in helping satisfy the opponent's concerns
33
Disruptive bargaining
Where the goals of one party are in fundamental and direct conflict with those of the other party. Resources are fixed and limited, and each party wants to maximize it's share of these resources.
34
Due process nonaction
The strategy of wearing down a dissatisfied employee while at the same time claiming that resolution procedures are open and available. This technique has been used repeatedly in conflicts involving race and sex discrimination.
35
Frustration
Caused by a wide variety of factors including disagreement over performance goals, failure to get a promotion or raise, a fight over scarce economic resources, new rules or policies, and so forth.
36
Goal conflict
Can occur when one person or group desires a different outcome than others do. This is simply a clash over whose goals are going to be pursued.
37
Integrative bargaining
A negotiation strategy in which parties collaborate to find a "win-win" solution to their dispute. This strategy focuses on developing mutually beneficial agreements based on the interests of the disputants.
38
Intergroup conflict
Usually involves disagreements between two opposing forces over goals or the sharing of resources
39
Interorganizational conflict
Disputes between two companies in the same industry, two companies in different industries or economic sectors, or two or more countries
40
Interpersonal conflict
Where two individuals disagree on some matter
41
Intrapersonal conflict
A conflict within one person
42
Jurisdictional ambiguities
Situations where it is unclear exactly where responsibility for something lies
43
Negotiation
Process by which individuals or groups attempt to realize their goals by bargaining with another party who has at least some control over goal attainment
44
Resistance price
The point beyond which the opponent will not go to reach a settlement
45
Status inconsistencies
Situations where some individuals have the opportunity to benefit whereas other employees do not. Consider the effects this can have on the non-managers' view of organizational policies and fairness
46
Task interdependencies
The greater the extent of task interdependence among individuals or groups, the greater the likelihood of conflict if different expectations or goal exist among entities, in part because the interdependence makes avoiding the conflict more difficult
47
Third-party consultation
An outside consultant that serves as a go-between and can speak more directly to the issues because she is not a member of either group
48
Adhocracy culture
Creates an environment of innovating, visioning the future, accepting of managing change, and risk-taking, rule breaking, experimentation, entrepreneurship, and uncertainty
49
Clan culture
Focuses on relationships, team building, commitment, empowering human development, engagement, mentoring, and coaching
50
Competing values framework
Developed by Kim Cameron and Robert Quinn this model is used for diagnosing an organizations cultural effectiveness and examining its fit with its environment
51
Complex-stable environments
Environments that have a large number of external elements, and elements are dissimilar and where elements remain the same or change slowly
52
Corporate culture
Defines how motivating employees' beliefs, behaviors, relationships, and ways they work creates a culture that is based on the values the organization believes in
53
Complex - unstable environments
Environments that have a large number of external elements, and elements are dissimilar and where elements change frequently and unpredictably
54
Divisional structure
An organizational structure characterized by functional departments grouped under a division head
55
Domain
The purpose of the organization from which it strategies, organizational capabilities, resources, and management systems are mobilized to support the enterprises purpose
56
Functional structure
The earliest and most used organizational design that organizes employees in the departments based on areas of expertise, such as marketing, finance, or operations
57
Geographic structure
An organizational option aimed at moving from a mechanistic to more organic design to serve customers faster and with relevant products and services; as such, this structure is organized by locations of customers that a company serves
58
Government and political environment forces
The global economy and changing political actions increase uncertainty for businesses, while creating opportunities for some industries and instability in others
59
Hierarchy culture
Emphasizes efficiency, process and cost control, organizational improvement, technical expertise, precision, problem solving, elimination of errors, logical, cautious and conservative, management and operational analysis, careful decision making
60
Horizontal organizational structures
A "flatter" organizational structure often found in matrix organizations were individuals relish the breath and development that their team offers
61
Internal dimensions of organizations
How an organization's culture affects and influences its strategy
62
Market culture
Focuses on delivering value, competing, delivering shareholder value, goal achievement, driving and delivering results, speeding decisions, hard driving through barriers, directive, commanding, competing and getting things done
63
Matrix structure
An organizational structure close in approach to organic systems that attempt to respond to environmental uncertainty, complexity, and instability
64
McKinsey 7-S model
A popular depiction of internal organizational dimensions, a change framework based on a company's organizational design. It aims to depict how change leaders can effectively manage organizational change by a strategizing around the interactions of seven key elements: structure, strategy, system, shared values, skill, style, and staff.
65
Mechanistic organizational structures
Best suited for environments that range from stable and simple to low-moderate uncertainty and have a formal "pyramid" structure
66
Natural disaster and human-induced environmental problems
Events such as high impact hurricanes, extreme temperatures and the rise in CO2 emissions as well as man-made environmental disasters such as water and food crisis; biodiversity loss and ecosystem collapse; large-scale and voluntary migration for a force that affects organizations
67
Networked - team structure
A formal horizontal organization. The network approach in an organization refers to a flexible decentralized structure where various functions and processes are coordinated through a web of relationships among internal and external entities, such as departments, individuals, suppliers, and partners
68
Organic organizational structures
The opposite of a functional organizational form that works best in stable, complex changing environments
69
Organizational structures
A broad term that covers both mechanistic and organic organizational structures
70
Simple-stable environments
Environments that have a small number of external elements, and elements are similar, and the elements remain the same or change slowly
71
Simple - unstable environments
Environments that have a small number of external elements, and elements are similar and where elements change frequently and unpredictably
72
Socio-cultural environment forces
Include different generations' values, believes, attitudes and habits, customs and traditions, habits and lifestyles
73
Technological forces
Environmental influence on organizations where speed, price, service, and quality of products and services are dimensions of organizations' competitive advantage in this era
74
Virtual structure
A recent organizational structure that has emerged in the 1900s and early 2000s as a response to requiring more flexibility, solution-based task on demand, less geographical constraint, and accessibility to dispersed expertise
75
Abundance-based change
Leaders assume that employees will change if they can be inspired to aim for greater degrees of excellence in their work
76
Appreciative conversations
Intense, positively frame discussions that help people to develop common ground as they work together to co-create a positive vision of an ideal future for their organization
77
Appreciative inquiry model
A model specifically designed as an abundance-based, bottom-up, positive approach
78
Boundary conditions
Define the degree of discretion that is available to employees for self-directed action
79
Bureaucratic model
Max Weber's model that states that organizations will find efficiencies when they divide the rules of labor, allow people to specialize, and create structure for coordinating their differentiated efforts within a hierarchy of responsibility
80
Centralization
The concentration of control of an activity or organization under a single authority
81
Change agents
People in the organization who view themselves as agents who have discretion to act
82
Change management
The process of designing and implementing change
83
Command-and-control
The way in which people report to one another or connect to coordinate their efforts and accomplishing the work of the organization
84
Complex adaptive systems (CAS)
Model that views organization says constantly developing and adapting to their environment, much like a living organism
85
Conventional mindset
Leaders assume that most people are inclined to resist change and therefore need to be managed in a way that encourages them to accept change
86
Culture change
Involves reshaping and reimagining the core identity of the organization
87
Deficit-based change
Leaders assume that employees will change if they know they will otherwise face negative consequences
88
Differentiation
The process of organizing employees into groups that focus on specific functions in the organization
89
Disturbances
Can cause tension amongst employees, but can also be positive in a catalyst for change
90
Emergent or bottom-up approach
Organizations exist as socially constructed systems in which people are constantly making sense of an enacting and organizational reality as they interact with others in a system
91
Entrepreneurship
The process of designing, launching, and running a new business
92
Flat organization
A horizontal organizational structure in which many individuals across the whole system are empowered to make organizational decisions
93
Formal organization
A fixed set of rules of organizational procedures and structures
94
Formalization
The process of making a status formal for the practice of formal acceptance
95
Geographic structures
Occur when organizations are set up to deliver a range of products within a geographic area or region
96
Group-level change
Centers on the relationship between people and focuses on helping people to work more effectively together
97
Horizontal organizational structure
Flat organizational structure in which many individuals across the whole system are empowered to make organizational decisions
98
Incremental change
Small refinements in current organizational practices or routines that do not challenge, but rather build on or improved, existing aspects and practices within the organization
99
Individual-level change
Focuses on how to help employees to improve some active aspect of their performance or the knowledge they need to continue to contribute to the organization and an effective manner
100
Informal organization
The connecting social structure and organizations that denotes the evolving network of interactions among its employees, unrelated to the firms formal authority structure
101
Intentionality
The degree to which the change is intentionally designed or purposefully implemented
102
Kotter's change model
An overall framework for designing a long-term change process. Kotter's 8-step change model is a popular change management model that empowers organizations to tackle organizational change and digital innovation by mobilizing their employee to rapidly adopt and implement new processes, technology, and other organizational changes
103
Level of organization
The breadth of the systems that need to be changed within an organization
104
Lewin's change model
Explains a very basic process that accompanies most organizational changes. Lewins model has three major concepts: driving forces, restraining forces and equilibrium
105
Managed change
How late is in an organization intentionally shapeshifts that occur in the organization when market conditions shift, supply sources change, or adaptations are introduced in the processes for accomplishing work over time
106
Matrix structure
An organizational structure that groups people by function and by product team simultaneously
107
Mechanistic bureaucratic structure
Describes organizations characterized by 1 centralized authority 2 formalize procedures and practices and 3 specialized functions. They are usually resistant to change
108
OD consultant
Someone who has expertise in change management processes
109
Organic bureaucratic structure
Used in organizations that face unstable and dynamic environments and need to quickly adapt to change
110
Organizational development (OD)
Techniques and methods that managers can use to increase the adaptability of their organization
111
Organization-level change
A change that affects the entire organizational system or several of its units
112
Organizational change
The movement that organizations take as they move from one state to a future state
113
Organizational design
The process by which managers define organizational structure and cultures so that the organization can achieve its goal
114
Organizational development (OD)
Specialized field that focuses on how to design and manage change
115
Organizational structure
The system of task and reporting relationships that control and motivate colleagues to achieve organizational goals
116
Participatory management
Include employees and deliberations about key business decisions
117
Planned change
An intentional activity or set of intentional activities that are designed to create movement towards a specific goal or end
118
Positive or appreciative mindset
Leaders assume that people are inclined to embrace change when they are respected as individuals with intrinsic worth, agency, and capability
119
Product structures
Occurs when businesses organize their employees according to product lines or lines of business
120
Scope of change
The degree to which the required change will disrupt current patterns and routines
121
Span of control
The scope of the work that any one person in the organization will be accountable for
122
Specialization
The degree to which people are organized into subunits according to their expertise - for example, human resources, finance, marketing, or manufacturing
123
Strategic change
A change, either incremental or transformational, that helps align an organizations operations with its strategic Mission and objectives
124
Structural change
Changes in the overall formal relationships, or the architecture of relationships, within an organization
125
Technological change
Implementation of new technologies often forces organizations to change
126
Top-down change
Relies on mechanistic assumptions about the nature of an organization
127
Transformational change
Significant shifts in an organizational system that may cause significant disruption to some underlying aspect of the organization, its processes, or its structures
128
Unplanned change
An unintentional activity that is usually the result of informal organizing
129
Vertical organizational structure
Organizational structures found in large mechanistic organization; also called "tall" structures due to the presence of many levels of management
130
360 assessment
An evaluation tool that collects feedback from managers, peers, direct reports, and customers
131
9-box
A matrix tool used to evaluate an organization's talent pool based on performance and potential factors
132
Competencies
A set of defined behaviors that an organization might utilize to define standards for success
133
Employee life cycle
The various stages of engagement of an employee - attraction, recruitment, onboarding, retention, separation
134
Employer - employee relationship
The employment relationship; the legal link between employers and employees that exist when a person performs work or services under specific conditions and return for payment
135
Human capital
The skilled knowledge, and experience of an individual or group, and that value to an organization
136
Human resource management (HRM)
The management of people with an organizations, focusing on the touch points of the employee life cycle
137
Human resources compliance
The HR role to ensure adherence to laws and regulations that govern the employment relationship
138
Merit matrix
A calculation table that provides a framework for merit increases based on performance levels
139
Pay-for-performance model
The process and structure for tying individual performance levels to rewards levels
140
Performance Management
Process by which an organization ensures that it's overall goals are being met by evaluating the performance of individuals within that organization
141
Society for human resource management
The world's largest HR professional society coming with more than $285,000 members and more than 165 countries. It is a leading provider of resources serving the needs of HR professionals
142
Succession planning
The process of identifying and developing new leaders and high - potential employees to replace current employees at a future time
143
Talent acquisition
The process of finding and acquiring skilled candidates for employment within a company; It generally refers to a long-term view of building talent pipelines, rather than short-term recruitment
144
Talent development
Integrated HR processes that are created to attract, develop, motivate, and retain employees
145
Talent review calibration process
The meeting in which an organization's 9 - box matrix is reviewed and discussed, with input and sharing from organizational leadership
146
Total rewards strategy
As coined by world at work, includes compensation, benefits, work life effectiveness, recognition, performance management, and talent development
147
Training, stretch assignments, individual assessments, individual development plans
These are tools that may be used until development:
Training - a forum for learning in person or online
Stretch assignments - challenge roles for high - potential employees Individual assessments - personality and work style and inventories of employees
Individual development plans - documents that highlight an individual employees opportunities for growth and path of action
148
War for talent
Coined by McKinsey and company in 1997, it refers to the increasing competition for recruiting and retaining talented employees
