Final Flashcards
Anticipatory Socialization
The socialization process that occurs before an individual enters the organization. Information about the occupation and the organization are critical during this time.
Encounter
This phase in the socialization process occurs at the “point of entry” into the organization and refers to when the employee first confronts work on the job.
Metamorphosis
The final stage of the socialization process when the new employee has made the transition from an outsider to an insider.
Normative Method
A rational, logical model of decision making that includes five stages: formulation, concept development, detailing, evaluation, and implementation.
Optimizing
A decision-making process in which decision-makers are attempting to find the single best solution to an organizational problem.
Satisficing
A decision-making process in which the search is not for a single optimal solution but for a solution that will work well enough for dealing with the situation.
Bounded Rationality
The idea that decision-makers attempt to make logical decisions, but they are limited by cognitive limits and practical limits of organizational life.
Intuitive Processes
Processes that can enter into the decision-making process which are based upon the tacit knowledge of an individual.
Analogical Decision Making
Decision making guided by comparisons to past experience in similar contexts.
Intuitive Processes
Processes that can enter into the decision-making process which are based upon the tacit knowledge of an individual.
Phase Model of Decision Making
Orientation
Conflict
Emergence
Reinforcement
Orientation Phase
A phase in Fisher’s descriptive model of decision making in which group members become acquainted with each other and with the problem at hand.
Conflict Phase
A phase in Fisher’s descriptive model of decision making in which possible solutions to the problem are presented and debated.
Emergence Phase:
A phase in Fisher’s descriptive model of decision making where the group arrives at some level of consensus about the problem at hand.
Reinforcement Phase
A phase in Fisher’s descriptive model of decision making where the group supports the decision made.
Multiple Sequence Model:
A model of decision making that represents the variety of decision paths taken by a group.
Affective Model of Participation in Decision Making
A model that proposes that PDM will enhance worker satisfaction and productivity through the satisfaction of employees’ higher-order needs.
Cognitive Model of Participation in Decision Making
A model that proposes that PDM will enhance worker satisfaction and productivity through the upward and downward flow of information in an organization.
Competition
A conflict management strategy characterized by little concern for the needs of the other and a high concern for one’s own needs.
Compromise
A conflict management strategy characterized by partially satisfying needs of the other and needs of self.
Collaboration
A conflict management style characterized by a high concern for both self and others.
Avoidance
A conflict management style characterized by little concern for the needs of the self and others.
Accommodating
A conflict management style characterized by satisfying another’s needs while sacrificing one’s own needs.
Contingency Theory of Leadership
Proposes that it is important to match the leadership style to the characteristics of the situation.
Trait Theories of Leadership
Propose that there are particular qualities that will tend to be associated with leaders and will result in successful leaders.
Style Theories of Leadership
Propose that leaders with a particular style will be more effective
Transformational Leadership Model
Makes a distinction between transactional leadership in which there is an exchange of some sort between leaders and followers and transformational leaders who, through communication, create a relationship that helps followers reach their full potential, transforming the leader and the follower
Surface Acting
Disguising what one feels and pretending to feel what one does not. Surface acting involves a change in behavior, but not a change in felt emotion.
Deep Acting
Altering one’s image of a situation so that one does not need to engage in feigning an emotional response.
Emotional Intelligence
Suggests that some people are better at understanding and managing emotional content in the workplace.
Emotional Labor:
Jobs in which workers are expected to display certain feelings in order to satisfy organizational role expectations.
Assimilation
A unilateral process in which minority culture members adopt the norms and values of the dominant group in the organization.
Pluralism
A process in which both minority and majority culture members adopt some norms of the other group in the organization.
Stigmatization
The process of blaming or shaming a person or group for their past or present circumstance(s) or condition(s).
First Generation Affirmative Action
A stage in which the organization is concerned with meeting legally mandated requirements for gender and racial diversity.
Second Generation Affirmative Action
A stage where the organization has met affirmative action goals in terms of numbers and the emphasis shifts to supporting female and minority employees.
Multicultural Organization
The final phase of workplace development in which the organization moves beyond the concepts of support for minority members to the institution of policies that deliberately capitalize on cultural and gender diversity.
Media Richness Model
A theory of communication media usage that proposes that effective managers match the richness of the media to the ambiguity of the task.
Social Information Processing Model
A theory of communication media usage that proposes that media use will be a complex function of social information, perceived media characteristics, perceived task requirements, and attitudes toward communication media.
Dual Capacity Model
A theory of communication media usage that proposes that media use will be influenced by both the data-carrying capacity of a medium and the symbol-carrying capacity of the medium.
Convergence
An approach to globalization that emphasizes the need for organizations to adapt their practices to a global marketplace.
Divergence
An approach to globalization that emphasizes the cultural distinctiveness found around the world.
Multinational Organization
An organization that identifies with one nationality while doing business across several more many nations.
Time and Space Compression
An effect of globalization which changes communication patterns and perceptions. Everything moves more quickly
Global Consciousness and Reflexivity
An effect of globalization that requires awareness of both the cultures of others and our own attitudes, beliefs, and behaviors.
Disembeddedness
An effect of globalization in which behavior and interaction are lifted out of their local context and restructured across time and space.
