man 336 exam 2 vocab Flashcards
1
Q
communication
A
the process by which information is exchanged between individuals through a common system of symbols, signs, or behavior
2
Q
sender
A
the person initiating a communication
3
Q
encode
A
the translation of ideas into workds
4
Q
medium
A
the method used to convey a sender’s message
5
Q
receiver
A
the person who a message is intended to reach
6
Q
decode
A
the process of assigning meaning to a received message
7
Q
noise
A
anything that interferes with or distorts the message being transmitted
8
Q
filtering
A
the distortion or withholding of information to manage a person’s reaction
9
Q
selective perception
A
personal filtering of what we see and hear to suit our own needs
10
Q
multitasking
A
refers to performing more than one activity at the same time
11
Q
grapevine
A
the informal gossip network within a given organization
12
Q
semantics
A
meaning of a word or phrase
13
Q
jargon
A
set of acronyms or words unique to a specific group or profession
14
Q
storytelling
A
narrative account of an event(s)
15
Q
crucial conversations
A
discussions in which the stakes are high, opinions vary, and emotions run strong
16
Q
public relations
A
professionals who create external communications about a client’s product, services, or practices for specific receivers
17
Q
group
A
collection of individuals who interact with each other such that one person’s actions have an impact on the others
18
Q
informal work groups
A
two or more individuals who are associated with one another in ways not prescribed by the formal organization
19
Q
formal work groups
A
is made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the group
20
Q
forming
A
stage when group comes together for the first time
21
Q
storming
A
stage when participants focus less on keeping their guard up as they shed social facades, becoming more authentic and more argumentative
22
Q
norming
A
stage when participants find it easy to establish their own ground rules (norms) and define their operating procedures and goals
23
Q
performing
A
stage when participants are not only getting the work done, but they also pay greater attention to how they are doing it
24
Q
adjourning
A
fifth and final stage latter added to Tuchman model where group separates
25
after-action review
meeting conducted at the end of a project or event, where team members discuss what went right, what went wrong, and what could have been done differently. aka retrospective meeting, debriefing meeting, or post mortem
26
punctuated equilibrium
theory that change within groups occurs in rapid, radical spurts rather than gradually over time
27
cohesion
degree of camaraderie within the group
28
similarity
the more similar group members are, the more likely the group will bond
29
stability
the longer the group stays together, the more cohesive it becomes
30
size
smaller groups tend to have higher levels of cohesion
31
support
when group members receive coaching and are encouraged to support their fellow team members, group identity strengthens
32
satisfaction
cohesion is correlated with how pleased group members are with each other's performance, behavior, and conformity to group norms
33
groupthink
a group pressure phenomenon that creates a tendency to avoid a critical evaluation of ideas the group favors
34
social loafing
tendency of individuals to put in less effort when working in a group context
35
collective efficacy
a group's perception of its ability to successfully perform well
36
process loss
any aspect of group interaction that inhibits group functioning
37
team
cohesive coalition of people working together to achieve mutual goals
38
production tasks
tasks that include actually making something such as a building, product, or marketing plan
39
idea-generation tasks
creative tasks such as brainstorming a new direction or creating a new process
40
problem-solving tasks
refers to coming up with plans for actions and making decisions
41
task interdependence
degree that team members are dependent upon one another to get information, support, or materials from other team members to be effective
42
pooled interdependence
team members work independently and combine their efforts to create the team's output
43
sequential interdependence
in a team, when one person's output becomes another person's input
44
reciprocal interdependence
team members work together on each stage of a task
45
outcome interdependence
when the rewards that an individual receives depend on the performance of others
46
task force
type of temporary team that is asked to address a specific issue or problem until it is resolved
47
product development teams
a team in charge of designing a new product
48
cross-functional teams
teams that involve individuals from different parts of the organization
49
virtual teams
teams where members are not located in the same physical place
50
top management teams
teams appointed by the CEO and, ideally, reflect the skills and areas that the CEO consider vital for the company
51
traditional manager-led teams
teams where the manager serves as the team leader
52
self-managed teams
teams that manage themselves and do not report directly to a supervisor. instead, team members select their own leader, and they may even take turns in the leadership role
53
empowered teams
teams that have the responsibility as well as the authority to achieve their goals
54
norms
shared expectations about how things operate within a group or team
55
team contract
agreements on established ground rules, goals, and roles
56
group
collection of individuals performing similar tasks in that when added together, will help to further the overall goals of the group
57
team
a collection of individuals who work collaboratively and cooperatively to achieve commonly-held goals or visions
58
groupthink
when information that would run counter to established ways of thinking and acting in a team, and associated minority dissent, are essentially shut down or ignored by the majority
59
free-riding/social loafing
phenomenon whereby some members of a team may work less diligently or with less effort toward team goals simply because they realize that there are others in the team who will pick up the slack
60
shared leadership
mutual influence and shared responsibility among team members, whereby they lead each other toward the team's goals
61
virtual team
a team that is geographically distributed, oftentimes relatively temporary in nature, and largely dependent on virtual media for communication purposes
62
conflict
a process that involves people disagreeing
63
intrapersonal conflict
conflict that arises within a person
64
interpersonal conflict
a type of conflict between two people
65
intragroup conflict
conflict that takes place among members of a group
66
intergroup conflict
conflict that takes place among different groups, such as different departments or divisions in a company, or between union and management, or between companies, such as companies who supply the same customer
67
in-group bias
the tendency to favor the group to which one belongs
68
conflict management
resolving disagreements effectively
69
avoiding
an uncooperative and unassertive conflict-handling style
70
accommodating
a cooperative and unassertive conflict-handling style
71
compromising
a middle-ground conflict handling style, in which a person has some desire to express their own concerns and get their way but still respects the other person's goals as well
72
competing
a conflict-handling style that is highly assertive, but low on cooperation
73
collaborating
a conflict-handling style that is high on both assertiveness and cooperation
74
negotiation
a process whereby two or more parties work toward a mutual agreement
75
investigation
the first step in negotiation in which information is gathered
76
BATNA
"best alternative to a negotiated agreement; indicator of how much power one has in the negotiation
77
presentation
third phase of negotiation in which information is assembled in a way that supports one's decision
78
bargaining
fourth phase of negotiation in which parties discuss their goals and seek agreement
79
concessions
giving up one thing to get something else in return
80
closure
last part of negotiation in which you and the other party have either come to an agreement on the terms, or one party has decided that the final offer is unacceptable and therefore must be walked away from
81
distributive view
the traditional fixed-pie approach in which negotiators see the situation as a pie that they have to divide between them
82
integrative approach
an approach to negotiation in which both parties look for ways to integrate their goals under a larger umbrella
83
alternative dispute resolution (ADR)
includes mediation, arbitration, and other ways of resolving conflicts with the help of a specially trained, neutral third party without the need for a formal trial or hearing
84
mediation
a process in which an outside third party (mediator) enters the situation with the goal of assisting the parties to reach an agreement
85
arbitration
a process that involves bringing in a third party (arbitrator) who has the authority to act as a judge and make a binding decision to which both parties must adhere
86
organizational culture
a system of shared assumptions, values, and beliefs indicating what is appropriate and inappropriate behavior in a given organization
87
assumptions
taken for granted beliefs about human nature and reality
88
values
shared principles, standards, and goals
89
artifacts
visible and tangible elements of culture
90
innovative cultures
cultures that are flexible, adaptable, and experiment with new ideas
91
aggressive cultures
cultures that value competitiveness and outperforming competitors
92
outcome-oriented cultures
cultures that emphasize achievement, results, and action as important values
93
stable cultures
cultures that are predictable, rule oriented, and bureaucratic
94
people-oriented cultures
cultures that value fairness, supportiveness, and respecting individual rights
95
team-oriented cultures
cultures that are collaborative and emphasize cooperation among employees
96
detail-oriented cultures
cultures that emphasize precision, analytics decision making, and paying attention to details
97
service culture
a culture that emphasizes high quality service
98
safety culture
a culture that emphasizes safety as a strong workplace norm
99
strong culture
a culture that is shared by organizational members
100
subculture
a set of values unique to a limited cross-section of the organization
101
counterculture
shared values and beliefs that are in direct opposition to the values of the broader organizational culture
102
onboarding
process through which new employees learn the attitudes, knowledge, skills, and behaviors required to function effectively within an organization
103
newcomer adjustment
refers to feelings of high levels of role clarity, confidence, and social acceptance
104
formal orientation program
program that indoctrinates new employees to the company culture, and introduced them to their new jobs and colleagues
105
mentors
trusted people who provide employees with advice and support regarding career-related matters
106
missions statement
a statement of purpose, describing who the company is and what it does
107
rituals
repetitive activities within an organization that have symbolic meaning
108
organizational structure
how individual and team work within an organization is coordinated
109
centralization
the degree to which decision making authority is concentrated at higher levels in an organization
110
formalization
extent to which policies, procedures, job descriptions, and rules are written and explicitly articulated
111
tall structures
organizations where there are several layers of management between frontline employees and the top level
112
flat structures
organizations with few layers, often with large numbers of employees reporting to a single manager
113
span of control
the number of employees reporting to a single manager
114
holacracy
a structure where employees work in self managing teams without having a formal manager
115
functional structures
grouping of jobs based on similarity in functions
116
divisional structures
grouping of jobs based on the products, services, customers, or geographic locations the company is serving
117
mechanistic structures
structures that resemble a bureaucracy and are highly formalized and centralized
118
organic structures
flexible and decentralized structures with low levels of formalization where communication lines are more fluid and flexible
119
matrix organizations
a cross between a traditional functional structure and a product structure. specifically, employees reporting to department managers are also pooled together to form project or product teams
120
unity of command
a situation where each person reports to a single manager. traditional organizations are based on the principle of unity of command, while matrix organizations do not follow this principle
121
boundaryless organization
refers to an organization that eliminates traditional barriers between departments as well as barriers between the organization and the external environment
122
modular organization
an organization where all the nonessential functions are outsourced
123
strategic alliances
form of boundaryless design where two or more companies find an area of collaboration and combine their efforts to create a partnership that is beneficial for both parties
124
fully remote
organizing work with the assumption that employees will work from anywhere, without being tied to a physical office
125
learning organization
an organization where acquiring knowledge and changing behavior as a result of thew newly acquired knowledge is part of an organization's design
126
organizational change
the movement of an organization from one state of affairs to another
127
active resistance
the most negative reaction to a proposed change attempt
128
passive resistance
being disturbed by changes without necessarily voicing these opinions
129
compliance
going along with proposed changes with little enthusiasm
130
enthusiastic support
defend the new way and actually encourage others to give support to the change effort as well
131
unfreezing
making sure that organizational members are ready and receptive to change; first step in Lewin's suggested change model
132
change
executing the planned changes; second stage of Lewin's change model
133
refreezing
final stage of Lewin's change model; involves ensuring that change becomes permanent and the new habits, rules, or procedures become the norm
134
ringi system
system of management that involves proposals at lower levels being signed and passed along to higher-level management in an effort to build consensus
135
reactive change
change that occurs after a threat has affected the existing business
136
proactive change
anticipating a coming change and actively embracing it before the competition does
137
incremental
small improvements to existing products and processes in order to improve efficiency or make products and services more attractive to customers
138
discontinuous change
typically required new skills and capabilities and may also need significant new resources to implement; to succeed, these changes often require major shifts in structures and processes that can challenge the existing way of operating
139
fence-sitters
employees in a change process who are skeptical and wait for evidence that the change effort is serious and can yield good results
140
true resistors
employees in a change process who actively or passive-aggressively attempt t undermine change efforts
141
power
the ability to influence the behavior of others to get what you want
142
conformity
people's tendencies to behave consistently within social norms
143
dependency
power that a person or unit gains from their ability to handle actual or potential problems facing the organization
144
scarcity
in the context of dependency, refers to the uniqueness of a resource
145
substitutability
one's ability to find another option that works as well as the one offered
146
legitimate power
power that comes from one's organizational role or position
147
reward power
the ability to grant a reward, such as an increase in pay, a perk, or an attractive job assignment
148
coercive power
the ability to take something away or punish someone for noncompliance
149
expert power
power that comes from knowledge and skill
150
information power
power that comes from access to specific information
151
referent power
power that stems from personal characteristics of the person such as the degree to which we like, respect, and want to be like them
152
logical fallacies
common errors in reasoning that undermine the logic of an argument
153
resistance
occurs when the influence target does not wish to comply with the request and either passively or actively repels the influence attempt
154
compliance
occurs when the target does not necessarily want to obey, but they do
155
commitment
occurs when the target not only agrees to the request, but also actively supports it as well
156
rational persuasion
includes using facts, data, and logical arguments to try to convince others that your point of view is the best alternative
157
inspirational appeals
those that seek to tap into our values, emotions, and beliefs to gain support for a request or course of action
158
consultation
the influence agent's asking others for help in directly influencing or planning to influence another person or group
159
ingratiation
different forms of making others feel good about themseleves
160
personal appeal
helping another person because you like them and they asked for you help
161
exchange
give-and-take in which someone does something for you and you do something for them in return
162
coalition tactics
a group of individuals working together toward a common goal to influence others
163
pressure
exerting undue influence on someone to do what you want, or else something undesirable will occur
164
legitimating tactics
those that occur when the appeal is based on legitimate or position power
165
impression management
actively shaping the way you are percieved by others
166
nonverbal impression management
includes the clothes that wear, body language, and your demeanor
167
self-focused impression management
promoting and enhancing one's qualities to create a specific image in the eyes of the other person
168
other-focused impression management
complimenting or praising the other person, doing favors, or conforming to their opinions to make oneself more likeable to them
169
upward influence
the ability to influence your boss and others in positions higher than yours
170
downward influence
ability to influence those in positions lower than yours
171
political skill
people's interpersonal style, including their ability to relate well to others, self-monitor, alter their reactions depending upon the situation they are in, and inspire confidence and trust
172
social networks
a map of the relationships between individuals
173
social network analysis (SNA)
a systematic effort to examine the structure of social relationships in a group
174
central connectors
people linked to the greatest number of people
175
boundary spanners
people who connect one network to another within the company or even across organizations
176
peripheral specialists
people with special expertise that can be drawn upon even though they often work independently of the group
177
strong ties
ties that often indicate emotional support, not just informational support between people
178
weak ties
ties characterized by less frequent interaction and often do not have as much emotional attachment, but they are also easier to maintain, and therefore people can have more of them
179
informational interviews
an interview conducted with the goal of gathering information and insight into jobs and careers in general, rather than securing a job
