OB Test 2 Vocab Flashcards
Interpersonal Communication
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
Tramsmitters
means aavailable for sending messages
Receptors
means available for receiving messages
Messages
the sent data and the coded symbols that give particular meaning to the data
Channels
the meabs by which messages travel from sender to receiver
Media Richness
the capacity of a communication approach to transmit cues and provide feedback
Cue
a stimulus, either consciously or unconsciously percived, that results in a response by the receiver
Meaning
a person’s thoughts, feelings, beliefs, and attitude
Encoding
gives personal meaning to messages that are sent
Decoding
gives personal , interpreted meaning to messages that are received
Feedback
the receivers response to the message
Noise
any interference with the intdnded message in the channel
Semantics
the special meaning assigned to words
Language Routines
a person’s verbal and nonverbal communication patterns that have become habits
Lying
the sender states something that is believed to be false in order to seriously meslead one or more receivers
Distortion
a wide range of message that a sender may use between the extremes of lying and complete honesty
Impression Management
the attempt by individuals to manipulate or control the impressions that others form about them
Dialogue
a process whereby people suspend their defensiveness to enable a free flow of exploration into their own and others’ assumptions and beliefs
Assertive Communication
confidently expressing what you think, geel, and beleve, while respecting the right of others to hold different views
Meta-communication
brings out the (hidden) assumptions, inferences, and interpretations of the parties that form the basis of open messages
360-Degree Feedback
a questionnaire-based process that gathers structured feedback from a number of people about the competencies and behaviors of an individual or team
Self-disclosure
any information that individuals communicate (verbally or nonverbally) about themselves to others
Active listening
paying attention, witholding judgment, reflecting, clarifying, summarizing, and sharing
Nonverbal Communication
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
Intercultural communication
whenever a message sent by a member of one culture is received an dunderstood by a member of another culture
taarof
a set of social manners that seem polite or deceitful, depending on one’s point of view.
Cultural Context
the conditions that surround and influence the life of an individual, group, or organization
High-Context Culture
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
Low-Context Culture
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
Ethnocentrism
when individuals believe that only their culture makes sense, hase the “right” values, and represents the “right” and logical way to behave
Chromatics
communication through th euse of color
Chronemics
the use of time in a culture
Monochronic Time Schedule
things are done linearly, or one activity at a time
Polychronic Time Schedule
things are done at the same time
Interpersonal Communication Network
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
Political Skill
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
Grapevine
the unofficial and at times confidential, person-to-person or person-to-group chain of verbal, or at times e-mail communication
Formal Employee Network
the intended pattern and flows of employee-related communication vertically - between leveles - and laterally - between individuals, teams, departments, and divisions
Text Messaging
sending and receiving short text messages, generally no more than a couple of hundred characters in length, on a mobile phone
Legitimate Power
an individual’s ability to influence others’ behaviors because of the person’s formal position in the organization
Zone of Indifference
an area within which employees will accept certain directives without questioning the leader’s power
Reward Power
an individual’s ability to influence others’ behaviors by providing them with valued things
Coercive Power
an individual’s ability to influence others’ behaviors by punishing them
Referent power
an individual’s ability to influence others’ behaviors because they respect admire, or like the person
Expert power
an individual’s ability to influence others’ behaviors because of recognized competencies, talents, or specialized knowledge
Political Behavior
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
Traits Model of Leadership
based on characteristics of may leaders - both successful and unsuccessful - and is used to predict leadership effectiveness
Theory X
a set of beliefs that managers should take a command and control approach to management
Theory Y
a set of beliefs that managers should take an empowering approach to management
Behaviorial Model of Leadership
what leaders actually do and how they do it
Consideration
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
Initiating Structure
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
Situatinal Leadership Model
the style of leadership should be matched to the level of readiness of the followers
Task Behavior
using one-way communication, spelling out duties, and telling followers what to do and where, when, and how to do it
Relationship Behavior
using two-way communication, listening, encouraging, involving followers in decision making, and giving emotional support
Readiness
a follower’s ability to set high but attainable task-related goals and a willingness to accept responsibility for reaching them
Telling Style
the leader provides clear instructions, gives specific directions, and supervises the work closely
Selling Style
the leader provides direction, encourages two-way communication, and helps build confidence and motivation on the part of the follower
Participating Style
the leader encourages followers to share ideas and facilitates the work by being encouraging and helpful to subordinates
Delegating Style
the leader turns over responsibility for making and implementing decisions to followers
Vroom-Jago Leadership Model
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
Decide Style
the leader makes the decision alone and either announces or sells it to the team
Consult Individually Style
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
Consult Team Style
the leader presents the problem to team members in a metting, gets their suggestions, and then makes the decision
Facilitate Style
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
Delegate Style
the leader permits the team to make the decision within prescribed limits
Transactional Leadership
motivating and directing followers primarily through appealing to their own self-interest
Leader-Member Exchange (LMX)
leaders develop different relationships with each of their subordinates through a series of work-related transactions
Authentic leadership
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
Transformational Leadership
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
Individualized Consideration
the degree to which the leader attends to followers’ needs, acts as a mentor or coach, and listens to followers’ concerns
Intellectual Stimulation
the degree to which the leader challenges assumptions, takes risks, and solicits followers’ ideas.
Inspirational Motivation
the degree to which the leader articulates a vision that appeals to followers
Vision
fundamental aspiration and purpose, usually by appealing to peoples’ emotions and minds
Idealized Influence
the degre to which the leader behaves in charismatic ways that cause followers to identify with her or her
Charisma
motivating and directing followers by developing in them a strong emotional commitment to a vision and set of shared values.
Synergy
when people together create new alternatives and solutions that are better than their individual efforts
Organizational Leadership
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
Societal Culture
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
Global Leadership and Organizatioal Behavior Effectiveness (GLOBE)
the interrelationships between societal culture, organizational culture, and organizational leadership
Group
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
Friendship Group
evolves informally to meet its members’ personal security, esteem, and belonging needs
Task Group
created by management to accomplish certain organizational goals
Informal Group
one that develops out of the day-to-day activities, interactions, and sentiments that the members have for each other
Team
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
Team Empowerment
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
Functional Team
includes employees who work together daily on similar tasks and must coordinate their efforts
Problem-Solving Team
a team that has members who focus on a specific issue, develop a potential solution, and can often take action within defined limits
Cross-Functional Team
a team that has members drawn from various work areas whose goal is to identify and solve mutual problems
Self-Managed Team
a team with highly interdependent members who work together effectively on a daily basis to manufacture an entire product (or major identifiable component)
Virtual Team
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
Global Team
has members from a variety of countries who are seperated significantly by time, distance, culture, and language
Context
the external conditions wihin which a team works
Informal Leader
an individual whose influence in a team grows over time and usually reflects a unique ability to help the team reach its goals
Team Goals
the outcomes desired for the team as a whole
Superordinate Goals
goals which two or more individuals, teams, or groups might pursue but can’t be achieved without their cooperation
Collective Efficacy
a team’s or group’s shared perception of its capability to successfully perform specific tasks
Task-Oriented Role
facilitating and coordinating work-related bahaviors and decision making
Relations-Oriented Role
fostering team-centered attitudes, behaviors, emotions, and social interactions
Self-Oriented Role
a person’s self-centered attitudes, behaviors, and decisions that are at the expense of the team or group
Fault Lines
the process by which teams divide themselves into subgroups based on one or more attributes
Norms
the rules and patterns of behavior that are accepted and expected by members of a team or whole organization
Compliance Conformity
when a person’s behavior reflects the team’s desired behavior because of real or imagined pressure
Personal Acceptance Conformity
the individual’s behavior and attitudes are consistent with the team’s norms and goals
Cohesiveness
the strength of the members’ desire to remain in a team and their commitment to it
Groupthink
an agreement-at-any-cost mentality that results in ineffective group or team decision making and poor decisions
Free Rider
an individual who obtains benefits from membership but does not contribute much to achieving the team’s goals
Sucker Effect
one or more individuals in the team deciding to withold effort in the belief that others (the free riders) are planning to withhold effort
Bad Apples Effect
negative team or group members who withhold effort, express negative feelings and attitudes, and violate important team norms and behaviors
Conflict
a process in which one party (person or group) perceives that its interests are being opposed or negatively affected by another party
Conflict management
the diagnostic process, interpersonal styles, and negotiation strategies that are designed to avoid unnecessary conflict and reduce or resolve excessive conflict
Intrapersonal Conflict
occurs within an individual and usually involves some form of goal, cognitive, or affective conflict
Interpersonal Conflict
when two or more individuals perceive that their attitudes, behaviors, or preferred goals are in opposition
Role
the set of interconnected tasks and behaviors that others expect a person to perform
Role Conflict
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
Role Set
the group of role senders that directly affect the focal person
Role Ambiguity
the uncertainty and lack of clarity surrounding expectations about a single role
Intragroup Conflict
disputes among some or all of a group’s members, which often affect a group’s dynamics and effectiveness
Intergroup Conflict
opposition, disagreements, and disputes between groups or teams
Task Interdependency
the interrelationships required between two or more groups in achieving their goals
Collaborating Style
high levels of cooperative and assertive behaviors
Compromising Style
behaviors at an intermediate level of cooperation and assertiveness
Forcing Style
assertive and uncooperative behaviors and represents a win-lose approach to interpersonal conflict
Accomodating Style
cooperative and unassertive behaviors
Avoiding Style
unassertive and uncooperative behaviors
Negotiation
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
BATNA
Best Alternative To a Negotiated Agreement
Distributive Negotiations
traditional win-lose situations in which one party’s gain is the other party’s loss
Integrative Negotiations
joint problem solving to achieve results that benefit both parties
Principled Negotiations
the prescribed ways in which the parties should negotiate to resolve disputes
Attitudinal Structuring
the process by which the parties seek to establish feelings and relationships
Intraorganizational Negotiations
negotiators building consensus for agreement and resolving intragroup conflict before dealing with the other group’s negotiators
Negotiator’s Dilemma
a situation in which the tactics of self-gain tend to restrain moves to created gerater mutual gain
Mediation
a process by which a third party helps two (or more) other parties resolve one or more conflicts
Decision Making
Defining problms, gathering information, generating alternatives, and choosing a course of action
Certainty
the condition under which individuals are fully informed about a problem, algrenative solutions are known, and the results of each solution are known
Risk
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
Probability
the percentage of times that a specific result would occur if an individual were to make the same decision a larger number of times
Objective Probability
the likelihood that a specific result will occur, based on hard facts and numbers
Subjective Probability
the likelihood that a specific result will occur, based on personal judgement
Uncertainty
the condition under which an individual does not have the necessary information to assign probabilities to the outcomes of alternative solutions
Bounded Rationality
the limitations of rationality and emphasizes the decision making processes often used by individuals or teams
Satisficing
the tendency to select an acceptable, rather than an optimal, goal or decision
Escalating Commitment
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
Risk Propensity
the tendency of an individual or team to make or avoid decisions in which the anticipated outcomes are unknown
Problem Framing
the tendency to interpret issues and options in either positive or negative terms
Dictionary Rule
ranking items the same way a dictionary does: one criterion (analogous to one letter) at a time
Knowledge Management (KM)
the art of adding or creating value by systematically capitalizing on the know-how, experience, and judgment found both within and outside an organization
Radio-frequency identification (RFID)
an automatic identification method that relies on storing and remotely retrieving data using devbices called RFID tags or transponders
Evidence-based Management
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
Political Decision Making
situations where the parties have separate and different interests, goals, and values and, therefore, employ self-serving tactics
Scapegoating
the casting of blame for problems or shortcoming on an innocent or only partially responsible individual, team, or department
Creativity
the ability to visualize, generate, and implement new ideas or concepts or new associations between existing ideas or concepts that are novel and useful
Lateral Thinking Method
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
Vertical Thinking Method
a logical step-by-step process of developing ideas by proceeding continuously from one bit of information to the next
Reversal Technique
examining a problem by turning it completely around, inside out, or upside down
Analogy Technique
developing a statement about similarities among objects, persons, and situations
Cross-Fertilization Technique
asking experts from other fields to view the problem and suggest methods for solving it from their own areas of expertise
Osborn’s Creativity Process
a three-phase decision-making process that involves fact finding, idea finding, and solution finding
Brainstorming
an unrestrained flow of ideas in a group or team with all critical judgments suspended
Electronic Brainstorming
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
Organization Design
the process of selecting a structure for the tasks, responsibilities, and authority relationship within an organization
Organization Chart
a representation of an organization’s internal structure, indicating how various tasks or functions are interrelated
Cost Leadership Strategy
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
Differentiation Strategy
providing customers with something unique that makes the organization’s product or service distinctive from its competition
Focused Strategy
designed to help an organization target a specific niche in an industry
Differentiation Strategy
the organization is composed of units that work on specialized tasks using different work methods and requiring employees with unique competencies
Division of Labor
the work of the organization is divided into smaller tasks
Specialization
the process of identifying particular tasks and assigning them to departments, teams, or divisions
Integration
the various units coordinate their work to achieve common goals
Mechanistic Management Practces
break down activities into separate, highly specialized tasks, rely extensively on standardized rules, and centralize decision making at the top
Organic Management Practices
encourage leaders and subordinates to work together in teams and to communicate openly with each other
Heirarchy
a pyramid showing relationship among levels
Span of control
the number of employees directly reporting to a person
Authority
the right to make a decision
Responsibility
an employee’s duty to perform the assigned task
Accountability
the manager’s expectation that the employee will accept credit or blame for his work
Delegation
the process of giving authority to a person (or group or team) to make decisions and act in certain situations
Centralization
the concentration of authority at the top of an organization or department
Decentralization
the delegation of authority to lower level employees or departments
Functional Design
grouping leaders and employees according to their areas of expertise and the resources they use to perform their jobs
Product Design
all functions that contribute to a product are organized under one leader (sometimes labled divisional structures)
Geographical Design
organizes activities around location
Network Design
subcontracts some or many of its operations to other firms and coordinates them to accomplish specific goals
Organizational Cultural Values
collective beliefs, assumptions, and feelings about what things are good, normal, rational, and valuable
Shared Behaviors
including norms, are more visible and somewhat easier to change than others
Cultural Symbols
words (jargon or slang), gestures, and pictures or other physical objects that carry a particular meaning within a culture
External Adaptation and Survival
how the organization will find a niche in and cope with its constantly changing external environment
Internal Integration
the establishment and maintenance of effective working relationship among the members of an organization
Organizational Rites and Ceremonies
planned activities or rituals that have personal and emotional meaning to employees
Subcultures
when multiple cultures are present within an organization
Bureaucratic Culture
an organization that practices formality, rules, standard operating procedures, and heirarchical coordination
Clan Culture
tradition, loyalty, personal commitment, extensive socialization, teamwork, self-management, and social influence
Entrepreneurial Culture
high levels of risk taking and creativity
Market Culture
the achievement of measurable and demanding goals, especially those that are financial and market based (e.g. sales growth, profitability, and market share)
Whistle-blowing
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
Socialization
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
Organizational Socialization
the systematic process by which an organization brings new employees into its culture
Psychological Contract
a person’s overall set of expectations regarding what they will contribute to the organization and what the organization will provide in return
Planned Organizational Change
a deliberate attempt by leaders and employees to improve the functional of teams, departments, divisions, or an entire organization in some important way
Economic Approach
initiating change for the purpose of creating shareholder value
Organizational Development Approach
developing employees’ competencies to solve problems by enabling them to identify and become emotionally committed to improving the performance of the firm
Force field analysis
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
Organizational Diagnosis
the process of assessing the functioning of the organization, department, team, or job to discover the sources of problems and areas for improvement
Survey Feedback
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
Team Building
team members diagnose how they work together and plan changes to improve their effectiveness
Globalization
many markets are worldwide and are served by international or multinational corporations
