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Organizational Behavior > Test 3 > Flashcards

Test 3 Flashcards

5/2

1
Q

Communication

A

The process by which information is transmitted and understood between two ore more parties

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2
Q

Internal Communication

A

Communication transactions between individuals and/or groups at various levels and in different areas of specialization that is intended to coordinate day-to-day activities

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3
Q

Where is Internal Communication Found

A

Within an organization

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4
Q

External Communication

A

Information that is shared with the public through marketing and public relations efforts

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5
Q

Where is External Communication Found?

A

Outside of the Company

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6
Q

Downward Communication

A

When a leader communicates to those in lower levels of the organization

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7
Q

Example of Downward Communication

A

CEO sending memo to entire company

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8
Q

Lateral Communication

A

Sideways flow; among peers or members at similar levels

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9
Q

Example of Lateral Communication

A

Accountant to Salesperson

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10
Q

Upward Communication

A

Employees communicate with those who are higher in the organizational hierarchy

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11
Q

Example of Upward Communication

A

Accountant sending report to CEO

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12
Q

Grapevine

A

An unstructured and informal communication network founded on social relationships rather than organizational charts or job descriptions

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13
Q

Benefits of the Grapevine

A

Transmit information that is not readily available through formal channels
Spreads Organizational Culture

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14
Q

Drawbacks of the Grapevine

A

Distort or inaccurate information
develop negative attitudes towards management if they are slower than the grapevine

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15
Q

Encoding

A

TRANSLATING thought into a code/language that can be understood by others

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16
Q

Decoding

A

The process of INTERPERTING and making sense of the message

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17
Q

What kind of process is Decoding?

A

Perceptual

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18
Q

Feedback

A

The receiver EXPRESSING A REACTION to the sender’s message

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19
Q

Noise

A

PSYCHOLOGICAL, SOCIAL, & STRUCTURIAL BARRIERS that distort and obscure the sender’s intended message

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20
Q

As Noise INCREASE how does Message Comprehension change

A

Decrease

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21
Q

Jargon

A

Work Slang

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22
Q

Information Overload

A

A condition in which the volume of information received exceeds the person’s capacity to process it

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23
Q

Information
Processing Capacities

A

The amount of information we are able to process in a fixed time period

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24
Q

Communication Competence

A
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25
Q

What does Communication Competence depend on?

A
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26
Q

3 Types of Communication Styles

A

Assertive, Aggressive & Nonassertive

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27
Q

Assertive Communication Style

A

Based on the notion that it is not right or good to violate our own right to self-expression or the right to be treated with dignity and respect

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28
Q

Aggressive Communication Style

A

Expressive and self-enhancing and strive to take unfair advantage of others

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29
Q

Nonassertive Communication Style

A

Timid and Self-Denying Behavior

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30
Q

Active Listening

A

The process of ACTIVELY decoding and interpreting verbal messages

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31
Q

Nonverbal Communication

A

facial gestures, voice intonation, physical distance, and even silence that conveys a message

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32
Q

Conflict

A

A process in which one party perceives that his or her interests are being opposed or negatively affected

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33
Q

What is a big factor behind Conflict?

A

Perception

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34
Q

Dysfunctional Conflict

A

Threatens an organizations interests

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35
Q

Functional Conflict

A

Characterized by consultative interactions, a focus on the issues, mutual
respect, and useful give-and-take

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36
Q

Optimal Conflict Perspective

A

Organizations are most effective when employees experience some level of conflict, but become less effective with high levels of conflict

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37
Q

Task-Related Conflict

A

occurs when people focus
their discussion around the issue while showing respect for people with other points of view

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38
Q

Relationship Conflict

A

Focuses on the adversary rather than the issue as the source of conflict

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39
Q

True/False: Can Task-Related Conflicts turn into Relationship Conflict

A

True

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40
Q

What Conflict is Functional?

A

Task-Related Conflict

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41
Q

What Conflict is Dysfunctional?

A

Relationship Conflict

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42
Q

What are the 5 Interpersonal Conflict Handling Styles?

A

Problem Solving, Forcing, Avoiding, Yielding, and Compromising

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43
Q

What are the two axes for the Dual Concern Model?

A

Assertiveness and Cooperativeness

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44
Q

Problem Solving

A

Tried to find a solution that is beneficial for both parties (win-win)

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45
Q

Forcing

A

Tries to win the conflict at the other’s expense (win-lose)

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46
Q

Avoiding

A

Tries to smooth over or avoid conflict situations altogether

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47
Q

Yielding

A

Giving in completely to the other side’s wishes

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48
Q

When are Yielding and Forcing typically seen?

A

When one party has more power over the other

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49
Q

Compromising

A

Looking for a position in which your losses are offset by equally valued gains

50
Q

Negotiation

A

The process whereby two or more conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence

51
Q

What is Negotiations also known as?

A

Bargaining

52
Q

Resistant Point

A

The minimum/maximum amount of money you are willing to give up

53
Q

Aiming Point

A

The overlap area between your resistance point and your opponent’s resistance point

54
Q

What happens if there is no overlap in the resistance point? (no aiming point)

A

The deal will likely fall through

55
Q

Distributive Bargaining

A

Get as much of the pie as possible

56
Q

Integrative Bargaining

A

Expand the pie so that both parties are satisfied

57
Q

Claiming Value

A

trying to obtain the best possible outcomes for YOURSELF

58
Q

What is another way to refer to Claiming Value?

A

Competing

59
Q

Creating Value

A

Trying to obtain the best possible outcome for BOTH PARTIES

60
Q

What is another way to refer to Creating Value?

A

Cooperating

61
Q

BATNA

A

estimated power in the negotiation

62
Q

What does BATNA stand for?

A

Best Alternative to a Negotiated Agreement

63
Q

Power

A

The relative capacity to modify others’ states by providing or withholding resources or administering punishment

64
Q

True/False: Power is equal to Dependence

A

True

65
Q

What are the states that the Power definition refers to?

A

Money, Emotions, Social, Self-esteem, etc.

66
Q

5 Types of Bases of Power

A

Reward, Coercive, Legitimate, Expert, & Referent

67
Q

Reward Power

A

Derived from a person’s ability to control the allocation of rewards

68
Q

Coercive Power

A

Derived from the ability to apply punishment

69
Q

Legitimate Power

A

Derived from formal authority to make decisoins

70
Q

What makes up Position Power?

A

Reward, Coercive, & Legitimate

71
Q

Expert Power

A

Derived from valued knowledge, information, or expertise that an individual has

72
Q

Referent Power

A

Derived from others wanting to identify or be associated with an individual

73
Q

What makes up Personal Power?

A

Expert Power & Referent Power

74
Q

Contingencies of Power

A

Substitutability, Centrality, Visibility, Discretion

75
Q

Substitutability

A

The availability of alternatives

76
Q

Example of Substitutability

A

Expert Power is lowered if you could google it

77
Q

Centrality

A

the power holder’s importance, based on the degree and nature of his/her interdependence with others

78
Q

Example of Centrality

A

If you miss work, how long for people to notice? How many will notice?

79
Q

Visibility

A

How literally visible you are to others

80
Q

Example of Visibility

A

The more they see you the more power you have

81
Q

Discretion

A

the freedom to exercise judgment–to make decisions without referring to a specific rule or receiving permission from someone else

82
Q

Example of Discretion

A

Sentencing limits the judge’s sentencing power

83
Q

Power Approach Theory

A

High-power people think, feel, and behave in fundamentally different ways than Low-power people

84
Q

Social Influence

A

Influence occurs when one’s emotions, opinions, or behaviors are affected by others

85
Q

6 Principles of Influence

A

Reciprocity, Social Proof, Commitment & Consistency, Liking, Authority, Scarcity

86
Q

Reciprocity

A

People feel indebted to those who do something for them or give them something

87
Q

Social Proof

A

People tend to look to those around them to guide their decisions and actions

88
Q

According to Social Proof, will Group Social Norms or Society Social Norms overpower the other?

A

Group Social Norms

89
Q

Commitment & Consistency

A

We’re more likely to do something after we’ve already agreed to it

90
Q

Liking

A

people are more likely to say yes to people that they like

91
Q

Authority

A

People respect those in position of authority and follow the lead of credible, knowledgeable experts

92
Q

Scarcity

A

The less there is of something, the more valuable it is

93
Q

Door-in-the-Face Technique

A

Refusing an initial large request increases the likelihood of agreeing to a second, smaller request

94
Q

Example of the Door-in-the-Face Technique

A

Marking up price then putting on sale to normal price

95
Q

What OB idea does the Door-in-the-Face Technique play off of?

A

Anchoring

96
Q

Foot-in-the-Door Technique

A

Agreeing to a small request increases the likelihood of agreeing to a second larger request

97
Q

Example of the Foot-in-the-Door Technique

A

The manager asking you to stay an extra hour then asking to stay 2 more hours after

98
Q

What OB idea does the Foot-in-the-Door Technique play off of?

A

Sunken Cost Fallacy

99
Q

Low-Ball Technique

A

Agreeing to purchase something at a given price increases the likelihood of agreeing to purchase it at a higher price

100
Q

What OB idea does the Low-Ball Technique play off of?

A

Commitment & Consistency

101
Q

8 Influence Tactics

A

Pressure tactics, Upward appeals, Exchange tactics, Coalition tactics, Ingratiating tactics, Rational persuasion, Inspirational appeals, Consultation tactics

102
Q

Leadership

A

Influencing, motivating, and enabling others to contribute toward the effectiveness and success of organizations of which they are members

103
Q

Leadership Prototype

A

A mental representation of the traits and behaviors that people believe are possessed by leaders

104
Q

Authentic Leadership

A

Effective leader needs to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept

105
Q

Transcational Leadership

A

A style of leadership in which leaders clarify employees’ roles and task requirements and provide followers with positive and negative rewards contingent on performance

106
Q

Transformational Leadership

A

A style of leadership in which leaders create, communicate, and model a shared vision for the team/organization and inspire followers to strive to achieve that vision

107
Q

Followership

A

willingness to defer to another in some way

108
Q

4 Categories in the Competing Values Culture Framework

A

Clan, Adhocracy, Hierarchy, Market

109
Q

Clan

A

Shared values and goals, cohesion, participation, individuality, and a sense of “we-ness”

110
Q

Adhocracy

A

Flexibility and change, growth, resource acquisition, adapting, and responding to external environments

111
Q

Hierarchy

A

Internal efficacy, uniformity coordination, evaluation

112
Q

Market

A

Productivity, performance, and goal achievement

113
Q

Example of Pressure Tactics

A

Threatening to fire you if the project is not done by the deadline

114
Q

Example of Upward Appeals

A

Going one level higher in management

115
Q

Example of Exchange Tactics

A

You owe me one

116
Q

Example of Coalition Tactics

A

Unions

117
Q

Example of Ingratiating Tactics

A

Kissing up to the boss

118
Q

Example of Rational Persuasion

A

Logos

119
Q

Example of Inspirational Appeals

A

Guilt Trip

120
Q

Example of Consultion Tactics

A

Making Deals

Organizational Behavior (2 decks)

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