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Organizational Behavior > OB Test 2 Vocab > Flashcards

OB Test 2 Vocab Flashcards

1
Q

Interpersonal Communication

A

a limited number of people who (1) are usually in proximity to each other, (2) use many sensory channels, and (3) are able to provide immediate feedback

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2
Q

Tramsmitters

A

means aavailable for sending messages

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3
Q

Receptors

A

means available for receiving messages

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4
Q

Messages

A

the sent data and the coded symbols that give particular meaning to the data

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5
Q

Channels

A

the meabs by which messages travel from sender to receiver

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6
Q

Media Richness

A

the capacity of a communication approach to transmit cues and provide feedback

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7
Q

Cue

A

a stimulus, either consciously or unconsciously percived, that results in a response by the receiver

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8
Q

Meaning

A

a person’s thoughts, feelings, beliefs, and attitude

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9
Q

Encoding

A

gives personal meaning to messages that are sent

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10
Q

Decoding

A

gives personal , interpreted meaning to messages that are received

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11
Q

Feedback

A

the receivers response to the message

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12
Q

Noise

A

any interference with the intdnded message in the channel

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13
Q

Semantics

A

the special meaning assigned to words

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14
Q

Language Routines

A

a person’s verbal and nonverbal communication patterns that have become habits

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15
Q

Lying

A

the sender states something that is believed to be false in order to seriously meslead one or more receivers

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16
Q

Distortion

A

a wide range of message that a sender may use between the extremes of lying and complete honesty

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17
Q

Impression Management

A

the attempt by individuals to manipulate or control the impressions that others form about them

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18
Q

Dialogue

A

a process whereby people suspend their defensiveness to enable a free flow of exploration into their own and others’ assumptions and beliefs

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19
Q

Assertive Communication

A

confidently expressing what you think, geel, and beleve, while respecting the right of others to hold different views

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20
Q

Meta-communication

A

brings out the (hidden) assumptions, inferences, and interpretations of the parties that form the basis of open messages

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21
Q

360-Degree Feedback

A

a questionnaire-based process that gathers structured feedback from a number of people about the competencies and behaviors of an individual or team

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22
Q

Self-disclosure

A

any information that individuals communicate (verbally or nonverbally) about themselves to others

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23
Q

Active listening

A

paying attention, witholding judgment, reflecting, clarifying, summarizing, and sharing

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24
Q

Nonverbal Communication

A

the process of sending “wordless” messages by beans such as facial expessions, gestures, postures, emotional tones of voice, grooming, clothing, colors, and use or type of space

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25
Q

Intercultural communication

A

whenever a message sent by a member of one culture is received an dunderstood by a member of another culture

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26
Q

taarof

A

a set of social manners that seem polite or deceitful, depending on one’s point of view.

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27
Q

Cultural Context

A

the conditions that surround and influence the life of an individual, group, or organization

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28
Q

High-Context Culture

A

in interpersonal communication is characterized by (1) the establishment of social trust before engagin in work-related discussions, (2) the high value placed on personal relationships and goodwill, and (3) the importance of the surrounding circumstances during an interacion

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29
Q

Low-Context Culture

A

in interpersonal communication is characterized by (1) directly and immediately addressing the tasks, issues, or problems at hand, (2) the high value placed on personal expertise and performance, and (3) the importance of clear, precise, and speedy interactions

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30
Q

Ethnocentrism

A

when individuals believe that only their culture makes sense, hase the “right” values, and represents the “right” and logical way to behave

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31
Q

Chromatics

A

communication through th euse of color

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32
Q

Chronemics

A

the use of time in a culture

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33
Q

Monochronic Time Schedule

A

things are done linearly, or one activity at a time

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34
Q

Polychronic Time Schedule

A

things are done at the same time

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35
Q

Interpersonal Communication Network

A

the pattern of communication flows, relationships, and understandings developed over time among people, rather than focusing on the individual and whether a specific message is received as intended by the sender

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36
Q

Political Skill

A

the ability to effectively understand others at work, and to use such knowledge to infliuence others to act in ways that enhance one’s long-term personal and/or organizational goals

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37
Q

Grapevine

A

the unofficial and at times confidential, person-to-person or person-to-group chain of verbal, or at times e-mail communication

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38
Q

Formal Employee Network

A

the intended pattern and flows of employee-related communication vertically - between leveles - and laterally - between individuals, teams, departments, and divisions

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39
Q

Text Messaging

A

sending and receiving short text messages, generally no more than a couple of hundred characters in length, on a mobile phone

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40
Q

Legitimate Power

A

an individual’s ability to influence others’ behaviors because of the person’s formal position in the organization

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41
Q

Zone of Indifference

A

an area within which employees will accept certain directives without questioning the leader’s power

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42
Q

Reward Power

A

an individual’s ability to influence others’ behaviors by providing them with valued things

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43
Q

Coercive Power

A

an individual’s ability to influence others’ behaviors by punishing them

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44
Q

Referent power

A

an individual’s ability to influence others’ behaviors because they respect admire, or like the person

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45
Q

Expert power

A

an individual’s ability to influence others’ behaviors because of recognized competencies, talents, or specialized knowledge

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46
Q

Political Behavior

A

attempts by individuals to influence the behaviors of othersas a means to protect their self-interests, meet their own needs, and advance their own goals

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47
Q

Traits Model of Leadership

A

based on characteristics of may leaders - both successful and unsuccessful - and is used to predict leadership effectiveness

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48
Q

Theory X

A

a set of beliefs that managers should take a command and control approach to management

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49
Q

Theory Y

A

a set of beliefs that managers should take an empowering approach to management

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50
Q

Behaviorial Model of Leadership

A

what leaders actually do and how they do it

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51
Q

Consideration

A

the extent to which the leader has relationships with subordinates that are characterized by mutual trust, two-way communication, respect for employees’ ideas, and empathy for their feelings

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52
Q

Initiating Structure

A

the extent to which a leader defines and prescribes the roles of subordinates in order to set and accomplish goals in their areas of responsibility

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53
Q

Situatinal Leadership Model

A

the style of leadership should be matched to the level of readiness of the followers

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54
Q

Task Behavior

A

using one-way communication, spelling out duties, and telling followers what to do and where, when, and how to do it

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55
Q

Relationship Behavior

A

using two-way communication, listening, encouraging, involving followers in decision making, and giving emotional support

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56
Q

Readiness

A

a follower’s ability to set high but attainable task-related goals and a willingness to accept responsibility for reaching them

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57
Q

Telling Style

A

the leader provides clear instructions, gives specific directions, and supervises the work closely

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58
Q

Selling Style

A

the leader provides direction, encourages two-way communication, and helps build confidence and motivation on the part of the follower

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59
Q

Participating Style

A

the leader encourages followers to share ideas and facilitates the work by being encouraging and helpful to subordinates

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60
Q

Delegating Style

A

the leader turns over responsibility for making and implementing decisions to followers

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61
Q

Vroom-Jago Leadership Model

A

prescribes a leader’s choice(s) among five leadership styles based on sven situational factors, recognizing the time requirements and costs associated with each style

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62
Q

Decide Style

A

the leader makes the decision alone and either announces or sells it to the team

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63
Q

Consult Individually Style

A

the leader presents the problem to team members individually, getting their ideas and suggestions and then makes the decision without bringing them together as a group

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64
Q

Consult Team Style

A

the leader presents the problem to team members in a metting, gets their suggestions, and then makes the decision

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65
Q

Facilitate Style

A

the leader presents the problem to the team in a meeting, acts as a facilitator, defines the problem to be solved, and sets the boundaries within which the decision must be made

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66
Q

Delegate Style

A

the leader permits the team to make the decision within prescribed limits

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67
Q

Transactional Leadership

A

motivating and directing followers primarily through appealing to their own self-interest

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68
Q

Leader-Member Exchange (LMX)

A

leaders develop different relationships with each of their subordinates through a series of work-related transactions

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69
Q

Authentic leadership

A

individuals who (1) know and understand themselves, (2) know what they believe and value, and (3) act on their values and beliefs through open and honest communications with subordinates and others

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70
Q

Transformational Leadership

A

anticipating future trends, inspiring followers to understand and embrace a new vision of possibilities, developing others to be leaders or better leaders, and building the organization or group into a community of challenged and rewarded learners

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71
Q

Individualized Consideration

A

the degree to which the leader attends to followers’ needs, acts as a mentor or coach, and listens to followers’ concerns

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72
Q

Intellectual Stimulation

A

the degree to which the leader challenges assumptions, takes risks, and solicits followers’ ideas.

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73
Q

Inspirational Motivation

A

the degree to which the leader articulates a vision that appeals to followers

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74
Q

Vision

A

fundamental aspiration and purpose, usually by appealing to peoples’ emotions and minds

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75
Q

Idealized Influence

A

the degre to which the leader behaves in charismatic ways that cause followers to identify with her or her

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76
Q

Charisma

A

motivating and directing followers by developing in them a strong emotional commitment to a vision and set of shared values.

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77
Q

Synergy

A

when people together create new alternatives and solutions that are better than their individual efforts

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78
Q

Organizational Leadership

A

the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizations of which they are members

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79
Q

Societal Culture

A

shared motives, values, beliefs, identities, and interpretations or meanings of significant events that result from common experiences of members of collectives and are transmitted across generations

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80
Q

Global Leadership and Organizatioal Behavior Effectiveness (GLOBE)

A

the interrelationships between societal culture, organizational culture, and organizational leadership

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81
Q

Group

A

any number of people who share goals, often communicate with one another over a period of time, and are few enough so that each individual may communicate with all the others, person to person

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82
Q

Friendship Group

A

evolves informally to meet its members’ personal security, esteem, and belonging needs

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83
Q

Task Group

A

created by management to accomplish certain organizational goals

84
Q

Informal Group

A

one that develops out of the day-to-day activities, interactions, and sentiments that the members have for each other

85
Q

Team

A

a small number of employees with complementary competencies who are commiteed to common performance goals and working relationships for which they hold themselves mutually accountable

86
Q

Team Empowerment

A

the degree to which its members perceive the group as (1) being competent and able to accomplish work-related tasks (potency), (2) performing important and valuable tasks (meaningfulness), (3) having choice (autonomy) in how they carry out their tasks, and (4) experiencing a sense of importance and significance (impact) in the work performed and goals achieved

87
Q

Functional Team

A

includes employees who work together daily on similar tasks and must coordinate their efforts

88
Q

Problem-Solving Team

A

a team that has members who focus on a specific issue, develop a potential solution, and can often take action within defined limits

89
Q

Cross-Functional Team

A

a team that has members drawn from various work areas whose goal is to identify and solve mutual problems

90
Q

Self-Managed Team

A

a team with highly interdependent members who work together effectively on a daily basis to manufacture an entire product (or major identifiable component)

91
Q

Virtual Team

A

a team with members who collaborate through various information technologies on one or more tasks while geographically dispersed at two or more locations and who have minimal face-to-face interaction

92
Q

Global Team

A

has members from a variety of countries who are seperated significantly by time, distance, culture, and language

93
Q

Context

A

the external conditions wihin which a team works

94
Q

Informal Leader

A

an individual whose influence in a team grows over time and usually reflects a unique ability to help the team reach its goals

95
Q

Team Goals

A

the outcomes desired for the team as a whole

96
Q

Superordinate Goals

A

goals which two or more individuals, teams, or groups might pursue but can’t be achieved without their cooperation

97
Q

Collective Efficacy

A

a team’s or group’s shared perception of its capability to successfully perform specific tasks

98
Q

Task-Oriented Role

A

facilitating and coordinating work-related bahaviors and decision making

99
Q

Relations-Oriented Role

A

fostering team-centered attitudes, behaviors, emotions, and social interactions

100
Q

Self-Oriented Role

A

a person’s self-centered attitudes, behaviors, and decisions that are at the expense of the team or group

101
Q

Fault Lines

A

the process by which teams divide themselves into subgroups based on one or more attributes

102
Q

Norms

A

the rules and patterns of behavior that are accepted and expected by members of a team or whole organization

103
Q

Compliance Conformity

A

when a person’s behavior reflects the team’s desired behavior because of real or imagined pressure

104
Q

Personal Acceptance Conformity

A

the individual’s behavior and attitudes are consistent with the team’s norms and goals

105
Q

Cohesiveness

A

the strength of the members’ desire to remain in a team and their commitment to it

106
Q

Groupthink

A

an agreement-at-any-cost mentality that results in ineffective group or team decision making and poor decisions

107
Q

Free Rider

A

an individual who obtains benefits from membership but does not contribute much to achieving the team’s goals

108
Q

Sucker Effect

A

one or more individuals in the team deciding to withold effort in the belief that others (the free riders) are planning to withhold effort

109
Q

Bad Apples Effect

A

negative team or group members who withhold effort, express negative feelings and attitudes, and violate important team norms and behaviors

110
Q

Conflict

A

a process in which one party (person or group) perceives that its interests are being opposed or negatively affected by another party

111
Q

Conflict management

A

the diagnostic process, interpersonal styles, and negotiation strategies that are designed to avoid unnecessary conflict and reduce or resolve excessive conflict

112
Q

Intrapersonal Conflict

A

occurs within an individual and usually involves some form of goal, cognitive, or affective conflict

113
Q

Interpersonal Conflict

A

when two or more individuals perceive that their attitudes, behaviors, or preferred goals are in opposition

114
Q

Role

A

the set of interconnected tasks and behaviors that others expect a person to perform

115
Q

Role Conflict

A

occurs when a focal person is pressured by role senders to respond and behave in ways that are incompatible with the focal person’s preferences

116
Q

Role Set

A

the group of role senders that directly affect the focal person

117
Q

Role Ambiguity

A

the uncertainty and lack of clarity surrounding expectations about a single role

118
Q

Intragroup Conflict

A

disputes among some or all of a group’s members, which often affect a group’s dynamics and effectiveness

119
Q

Intergroup Conflict

A

opposition, disagreements, and disputes between groups or teams

120
Q

Task Interdependency

A

the interrelationships required between two or more groups in achieving their goals

121
Q

Collaborating Style

A

high levels of cooperative and assertive behaviors

122
Q

Compromising Style

A

behaviors at an intermediate level of cooperation and assertiveness

123
Q

Forcing Style

A

assertive and uncooperative behaviors and represents a win-lose approach to interpersonal conflict

124
Q

Accomodating Style

A

cooperative and unassertive behaviors

125
Q

Avoiding Style

A

unassertive and uncooperative behaviors

126
Q

Negotiation

A

a process in which two or more interdependent individuals or groups who perceive that they have both common and conflicting goals state and discuss proposals and preferences for specific terms of a possible agreement

127
Q

BATNA

A

Best Alternative To a Negotiated Agreement

128
Q

Distributive Negotiations

A

traditional win-lose situations in which one party’s gain is the other party’s loss

129
Q

Integrative Negotiations

A

joint problem solving to achieve results that benefit both parties

130
Q

Principled Negotiations

A

the prescribed ways in which the parties should negotiate to resolve disputes

131
Q

Attitudinal Structuring

A

the process by which the parties seek to establish feelings and relationships

132
Q

Intraorganizational Negotiations

A

negotiators building consensus for agreement and resolving intragroup conflict before dealing with the other group’s negotiators

133
Q

Negotiator’s Dilemma

A

a situation in which the tactics of self-gain tend to restrain moves to created gerater mutual gain

134
Q

Mediation

A

a process by which a third party helps two (or more) other parties resolve one or more conflicts

135
Q

Decision Making

A

Defining problms, gathering information, generating alternatives, and choosing a course of action

136
Q

Certainty

A

the condition under which individuals are fully informed about a problem, algrenative solutions are known, and the results of each solution are known

137
Q

Risk

A

the condition under which individuals can define a problem, specify the probability of certain events, identify alternative solutions, and state the probability of each solution leading to a result

138
Q

Probability

A

the percentage of times that a specific result would occur if an individual were to make the same decision a larger number of times

139
Q

Objective Probability

A

the likelihood that a specific result will occur, based on hard facts and numbers

140
Q

Subjective Probability

A

the likelihood that a specific result will occur, based on personal judgement

141
Q

Uncertainty

A

the condition under which an individual does not have the necessary information to assign probabilities to the outcomes of alternative solutions

142
Q

Bounded Rationality

A

the limitations of rationality and emphasizes the decision making processes often used by individuals or teams

143
Q

Satisficing

A

the tendency to select an acceptable, rather than an optimal, goal or decision

144
Q

Escalating Commitment

A

a process of continuing or increasing the allocation of resources to a course of action even though a substantial amount of feedback indicates that the choice made is wrong

145
Q

Risk Propensity

A

the tendency of an individual or team to make or avoid decisions in which the anticipated outcomes are unknown

146
Q

Problem Framing

A

the tendency to interpret issues and options in either positive or negative terms

147
Q

Dictionary Rule

A

ranking items the same way a dictionary does: one criterion (analogous to one letter) at a time

148
Q

Knowledge Management (KM)

A

the art of adding or creating value by systematically capitalizing on the know-how, experience, and judgment found both within and outside an organization

149
Q

Radio-frequency identification (RFID)

A

an automatic identification method that relies on storing and remotely retrieving data using devbices called RFID tags or transponders

150
Q

Evidence-based Management

A

proceeds from the premise that using a better, deeper diagnosis and employing facts to the exten possible enable managers and leaders to do their jobs better

151
Q

Political Decision Making

A

situations where the parties have separate and different interests, goals, and values and, therefore, employ self-serving tactics

152
Q

Scapegoating

A

the casting of blame for problems or shortcoming on an innocent or only partially responsible individual, team, or department

153
Q

Creativity

A

the ability to visualize, generate, and implement new ideas or concepts or new associations between existing ideas or concepts that are novel and useful

154
Q

Lateral Thinking Method

A

a deliverate process and set of techniques for generating new ideas by changing an individual’s or team’s way of perceiving and interpreting information

155
Q

Vertical Thinking Method

A

a logical step-by-step process of developing ideas by proceeding continuously from one bit of information to the next

156
Q

Reversal Technique

A

examining a problem by turning it completely around, inside out, or upside down

157
Q

Analogy Technique

A

developing a statement about similarities among objects, persons, and situations

158
Q

Cross-Fertilization Technique

A

asking experts from other fields to view the problem and suggest methods for solving it from their own areas of expertise

159
Q

Osborn’s Creativity Process

A

a three-phase decision-making process that involves fact finding, idea finding, and solution finding

160
Q

Brainstorming

A

an unrestrained flow of ideas in a group or team with all critical judgments suspended

161
Q

Electronic Brainstorming

A

the use of collaborative software technology to anonymously enter and automatically disseminate ideas in real time to all team members, each of whom may be stimulated to generate other ideas

162
Q

Organization Design

A

the process of selecting a structure for the tasks, responsibilities, and authority relationship within an organization

163
Q

Organization Chart

A

a representation of an organization’s internal structure, indicating how various tasks or functions are interrelated

164
Q

Cost Leadership Strategy

A

also known as a low-cost strategy, is based on an organization’s ability to provide a product or service at a lower cost that its rivals

165
Q

Differentiation Strategy

A

providing customers with something unique that makes the organization’s product or service distinctive from its competition

166
Q

Focused Strategy

A

designed to help an organization target a specific niche in an industry

167
Q

Differentiation Strategy

A

the organization is composed of units that work on specialized tasks using different work methods and requiring employees with unique competencies

168
Q

Division of Labor

A

the work of the organization is divided into smaller tasks

169
Q

Specialization

A

the process of identifying particular tasks and assigning them to departments, teams, or divisions

170
Q

Integration

A

the various units coordinate their work to achieve common goals

171
Q

Mechanistic Management Practces

A

break down activities into separate, highly specialized tasks, rely extensively on standardized rules, and centralize decision making at the top

172
Q

Organic Management Practices

A

encourage leaders and subordinates to work together in teams and to communicate openly with each other

173
Q

Heirarchy

A

a pyramid showing relationship among levels

174
Q

Span of control

A

the number of employees directly reporting to a person

175
Q

Authority

A

the right to make a decision

176
Q

Responsibility

A

an employee’s duty to perform the assigned task

177
Q

Accountability

A

the manager’s expectation that the employee will accept credit or blame for his work

178
Q

Delegation

A

the process of giving authority to a person (or group or team) to make decisions and act in certain situations

179
Q

Centralization

A

the concentration of authority at the top of an organization or department

180
Q

Decentralization

A

the delegation of authority to lower level employees or departments

181
Q

Functional Design

A

grouping leaders and employees according to their areas of expertise and the resources they use to perform their jobs

182
Q

Product Design

A

all functions that contribute to a product are organized under one leader (sometimes labled divisional structures)

183
Q

Geographical Design

A

organizes activities around location

184
Q

Network Design

A

subcontracts some or many of its operations to other firms and coordinates them to accomplish specific goals

185
Q

Organizational Cultural Values

A

collective beliefs, assumptions, and feelings about what things are good, normal, rational, and valuable

186
Q

Shared Behaviors

A

including norms, are more visible and somewhat easier to change than others

187
Q

Cultural Symbols

A

words (jargon or slang), gestures, and pictures or other physical objects that carry a particular meaning within a culture

188
Q

External Adaptation and Survival

A

how the organization will find a niche in and cope with its constantly changing external environment

189
Q

Internal Integration

A

the establishment and maintenance of effective working relationship among the members of an organization

190
Q

Organizational Rites and Ceremonies

A

planned activities or rituals that have personal and emotional meaning to employees

191
Q

Subcultures

A

when multiple cultures are present within an organization

192
Q

Bureaucratic Culture

A

an organization that practices formality, rules, standard operating procedures, and heirarchical coordination

193
Q

Clan Culture

A

tradition, loyalty, personal commitment, extensive socialization, teamwork, self-management, and social influence

194
Q

Entrepreneurial Culture

A

high levels of risk taking and creativity

195
Q

Market Culture

A

the achievement of measurable and demanding goals, especially those that are financial and market based (e.g. sales growth, profitability, and market share)

196
Q

Whistle-blowing

A

the disclosure by current or former employees by current or former employees of illegal, immoral, or illegitimate organizational practices to people or organizations that may be able to change the practice

197
Q

Socialization

A

the process by which older members of a society transmit to younger members the social skills and knowledge needed to function effectively in that society

198
Q

Organizational Socialization

A

the systematic process by which an organization brings new employees into its culture

199
Q

Psychological Contract

A

a person’s overall set of expectations regarding what they will contribute to the organization and what the organization will provide in return

200
Q

Planned Organizational Change

A

a deliberate attempt by leaders and employees to improve the functional of teams, departments, divisions, or an entire organization in some important way

201
Q

Economic Approach

A

initiating change for the purpose of creating shareholder value

202
Q

Organizational Development Approach

A

developing employees’ competencies to solve problems by enabling them to identify and become emotionally committed to improving the performance of the firm

203
Q

Force field analysis

A

suggests that any situation can be considered to be in a state of equilibrium resulting from a balance of forces constantly pushing against each other

204
Q

Organizational Diagnosis

A

the process of assessing the functioning of the organization, department, team, or job to discover the sources of problems and areas for improvement

205
Q

Survey Feedback

A

information is (1) collected (usually by questionnaire) from members of an organizatoin, department, or team, (2) organized into an understandable and useful form, and (3) fed back to the employees who provided it

206
Q

Team Building

A

team members diagnose how they work together and plan changes to improve their effectiveness

207
Q

Globalization

A

many markets are worldwide and are served by international or multinational corporations

Organizational Behavior (1 decks)

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