Final Exam Flashcards
attraction-selection-attrition (ASA) model
model that proposes that organizations and individuals undergo a process of jointly assessing probable fit based primarily on personality characteristics. Through a process of attraction selection and attrition, the goal is to make the workforce homogeneous with respect to personality characteristics
realistic job preview (RJP)
technique for providing practical information about a job to prospective employee; includes information about the task and context of the work
socialization
process by which a new employee becomes aware of the values and procedure of an organization
culture
a system in which individuals share meanings and common ways of viewing events and objects
democratic climate
organizational climate described by Lewin as less structured with greater opportunity for individual responsibility and risk taking
autocratic climate
organizational climate described as highly structured with little opportunity for individual responsibility or risk taking at the lowest level
climate
a shared perception among employees regarding their work entity
contingency theories of organization
theories proposing that the best way to structure an organization depends on the circumstances of the organization
Theory Y
theory that describes managers who believe subordinates are motivated to meet goals in the absence of organizational control
Theory X
theory that describes managers who believe subordinates must be controlled to meet organizational ends –Utilize external motivators to maintain control
human relations theory
theory that adds a personal or human element to the study of organizations; considers the interrelationship between an organizations requirements and the characteristics of its members
classic organizational theory
theory that assumes there is one best configuration for an organization, regardless of its circumstances
organizational chart
diagram of an organizations structures
span of control
a concept that describes the number of positions or people reporting to an individual in an organization –The width
structure
the formal way that an organization is designed in terms of division of labor, delegation of authority and span of control; represented by the number of levels in an organization –Height
delegation of authority
a concept that describes which lower-level employees report to employees above them in an organization
division of labor
the division of tasks performed in an organization, into specialized jobs and departmental functions –Method of decreasing an organization, consisting of multiple dimensions
bureaucracy
the ideal form of organization: included a formal hierarchy, division of labor and a clear set of operating procedures –Proposed by sociologist Max Weber
organization
a group of people who have a common goal and who follow a set of operating procedure to develop products and services
Organizing is crucial for organizations
The way an organization goes about organizing will vary across the fields, industries and institutions
time horizon
cultural dimensions that affects whether managers and employees focus on short term or long term goals
team coordination training
training that involves teaching team members about sharing information, managing conflict, solving problems, clarifying roles and making decisions; used to help team members learn to employ the resources of the entire team effectively
guided team self-correction training
A
team training intervention
in which team members
learn to diagnose the
team’s problems and
develop effective solutions.
team leader training
Training of the team’s
leader in conflict
resolution and team
coordination.
cross-training
Training
that involves rotating team
members through different positions on the team
so that they can acquire
an understanding of the
duties of their teammates
and an overview of the
team’s task.
team-role theory
Theory
proposed by Belbin that
effective teams contain a
combination of individuals
capable of working in nine
team roles; used by organizations and management
consultants in Europe and
Australia to assess and
develop teams
risky-shift phenomenon
Tendency
for groups to make more
risky decisions than
individuals; related to the
more general phenomenon of group polarization.
group polarization
Tendency for groups to make
more extreme decisions
than those made by
individuals.
groupthink
Mode of
thinking that group members engage in when they
are deeply involved in a
cohesive group and when
their desire for agreement
overrides their motivation to appraise alternative courses of action
realistically.
cohesion
cohesion
social loafing
Reduced
motivation and performance in groups that
occurs when there is a
reduced feeling of individual accountability or a
reduced opportunity for
evaluation of individual
performance
coordination loss
Reduced group
performance that occurs
when team members
expend their energies in
different directions or fail
to synchronize or coordinate their work.
norms
Informal and
sometimes unspoken rules
that teams adopt to regulate members’ behavior.
psychological diversity
Differences in
underlying attributes such
as skills, abilities, personality characteristics, attitudes, beliefs, and values;
may also include functional, occupational, and
educational backgrounds.
demographic diversity
Differences in
observable attributes or
demographic characteristics such as age, gender,
and ethnicity.
shared mental model
Organized way for
team members to think
about how the team will
work; helps team members
understand and predict
the behavior of their
teammates.
team composition
The
attributes of team members, including skills,
abilities, experiences, and
personality characteristics
input-process-output model of team effectiveness
A model
that provides links among
team inputs, processes,
and outputs, thereby
enabling an understanding of how teams perform
and how to maximize their
performance.
virtual-communication skills
Skills used in virtual
team interactions, including rephrasing unclear
sentences or expressions
so that all team members
understand what is being
said, acknowledging the
receipt of messages, and
responding within one
business day.
virtual-socialization skills
Skills used in
virtual team interactions,
including soliciting team
members’ feedback on
the work process used to
accomplish team goals,
expressing appreciation
for ideas and completed
tasks, and apologizing
for mistakes.
virtual-collaboration behaviors
Behaviors that
characterize virtual team
interactions, including
exchanging ideas without
criticism, agreeing on
responsibilities, and meeting deadlines.
virtual team
Team that
has widely dispersed members working together
toward a common goal
and linked through
computers and other
technology.
autonomous work group
Specific kind of
production team that
has control over a variety
of functions, including
planning shift operations,
allocating work, determining work priorities,
performing a variety of
work tasks, and recommending new hires as
work group members.
production team
Team
that consists of frontline
employees who produce
tangible output.
project team
Team
that is created to solve
a particular problem or
set of problems and is disbanded after the project is
completed or the problem is solved; also called
an ad hoc committee,
a task force, or a crossfunctional team.
quality circle
Work group
arrangement that typically
involves 6 to 12 employees
who meet regularly to
identify work-related problems and generate ideas
to increase productivity or
product quality
Team
Interdependent
collection of individuals
who work together toward
a common goal and who
share responsibility for
specific outcomes for their
organizations.
charismatic leadership theory
Approach to
leadership theory with
many different versions of
the notion that charisma
is related to leadership; in
one version, in a crisis situation, followers perceive
charismatic characteristics in an individual and
accept that person as a
leader; in another version,
certain leader behaviors (use of innovative
strategies) contribute to a
charismatic aura.
charismatic leader
Followers are emotionally
attached to this leader,
never question the leader’s beliefs or actions, and
see themselves as integral
to the accomplishment of
the leader’s goals
charisma
A personal
attribute of a leader that
hypnotizes followers and
compels them to identify
with and attempt to emulate the leader.
laissez-faire leadership
Leaders
provide little guidance
to their followers; lowest level of leadership
identified by Bass (1997),
who contrasted it with
transactional leadership
and transformational
leadership
individualized consideration
Leaders
deal with others as individuals; consider individual needs, abilities, and
aspirations; listen attentively; and advise, coach,
and teach.
intellectual stimulation
Leaders question old
assumptions, values, and
beliefs; stimulate new
ways of doing things; and
encourage expression of
ideas and reasons.
inspirational motivation
Leaders articulate an
appealing vision of the
future, challenge followers
with high standards, talk
optimistically with enthusiasm, and provide encouragement and meaning for
what needs to be done.
idealized influence
Leaders display conviction,
emphasize trust, take
stands on difficult issues,
emphasize the importance
of commitment and purpose, and are aware of the
ethical consequences of
their decisions
transactional leadership
Leaders show followers
how they can meet their
personal goals by adopting a particular behavior pattern; the leader
develops social contracts
with followers in which
certain behaviors will
be rewarded.
transformational
leadership
Leadership
theory that describes the
behavior of inspirational
political leaders who
transform their followers
by appealing to nobler
motives such as justice,
morality, and peace.
out-group members
People
who have low-quality relationships with their leader
and little latitude for negotiating their work roles.
in-group members
People
who have high-quality relationships with their leader
and high latitude for negotiating their work roles.
leader–member exchange
(LMX) theory
Leadership
theory proposing that
leaders adopt different
behaviors with individual
subordinates; the particular behavior pattern of the
leader develops over time
and depends to a large
extent on the quality of
the leader–subordinate
relationship.
psychological maturity
The self-confidence
and self-respect of the
subordinate.
job maturity
A subordinate’s job-related ability,
skills, and knowledge.
contingency approach
Leadership theory proposed to take into account
the role of the situation in
the exercise of leadership
participative behavior
Type of behavior identified in the Michigan
studies; allows subordinates more participation
in decision making and
encourages more two-way
communication
relations-oriented
behavior
Type of behavior
identified by University
of Michigan researchers
as an important part of a
leader’s activities; similar
to consideration in the
Ohio State model
