Term
|
Definition
| the ability to influence a group toward the achievement of a vision or set of goals |
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|
Term
| Contrast between leadership and management |
|
Definition
| Managers achieve goals through other people; Leadership influences a group toward the achievement of a vision or set of goals; Leaders challenge the status quo, create visions of the future, and inspire organizational members to want to achieve the visions; mangaers formulate detailed plans, create efficient organizational structures, and oversee day-to-day operations |
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Term
|
Definition
| theories that consider personal qualities and characteristics that differentiate leaders from nonleaders |
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|
Term
| Describe behavioral theories |
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Definition
| theories proposing that specific behaviors differentiate leaders from nonleaders |
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Term
|
Definition
| sought to identify independent dimensions of leader behavior. Beginning with more than a thousand dimensions, the studies narrowed the list to two that substantially accounted for most of the leadership behavior described by employees that researchers call initiating structure and consideration |
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Term
| University of Michigan Studies |
|
Definition
| objectives were to locate behavioral characteristics of leaders that appeared related to performance effectiveness. Came up with two behavioral dimensions called the employee-oriented leader and the production-oriented leader |
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Term
|
Definition
| the extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment; part of Ohio St Studies |
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Term
|
Definition
| the extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates' ideas, and regard for their feelings; part of Ohio St studies |
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Term
|
Definition
| a leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences among members. |
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|
Term
| production-oriented leader |
|
Definition
| a leader who emphasizes technical or task aspects of the job. |
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|
Term
| two behavioral dimensions of Ohio St studies |
|
Definition
| initiating structure and consideration |
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|
Term
| two behavioral dimensions of University of Michigan studies |
|
Definition
| employee-oriented leader and production-oriented leader |
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Term
|
Definition
| Fiedler's contingency model; situational leadership theory; path-goal theory; leader-member exchange theory |
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Term
|
Definition
| charismatic leadership; transformational leadership; authentic leaders; ethics and leadership |
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|
Term
| Fiedler’s Contingency Model |
|
Definition
| the theory that effective groups depend on a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader. |
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Term
| least preferred co-worker (LPC) questionnaire |
|
Definition
| an instrument that purports to measure whether a person is task or relationship oriented |
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|
Term
| how does Fiedler model identify leadership style |
|
Definition
| least preferred co-worker (LPC) questionnaire |
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|
Term
| Fiedler's relationship-oriented |
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Definition
| if you describe the person you are least able to work with in favorable terms |
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Term
|
Definition
| if you see your least-preferred co-worker in relatively unfavorable terms, ou are primarioly interested in productivity |
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|
Term
|
Definition
| task-oriented leader according to Fiedler |
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|
Term
|
Definition
| relationship-oriented leader according to Fiedler |
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|
Term
| Is Fiedler's indivudual leadership style fixed or not fixed? |
|
Definition
|
|
Term
| What are the components of Fiedler's contingency model? |
|
Definition
| identify the leadership style; define the situation; match leaders and situations; and evaluation |
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|
Term
| What are the three things Fiedler uses to define the situation |
|
Definition
| leader-member relations; task structure; position power |
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Term
|
Definition
| the degree of confidence, trust, and respect subordinates have in their leader |
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Term
|
Definition
| the degree to which job assignments are procedurized |
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Term
|
Definition
| influence derived from one's formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases |
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|
Term
| what components determine position power |
|
Definition
| power to hire, fire, discipline, promote, and give salary increases |
|
|
Term
| how many components determine position power |
|
Definition
| 5: hire, fire, discipline, promote, salary increases |
|
|
Term
| how many categories are in Fiedler's Model? |
|
Definition
|
|
Term
| what ways does Fiedler label leader member-relations |
|
Definition
|
|
Term
| what ways does Fiedler label task structure |
|
Definition
|
|
Term
| what ways does Fiedler label what ways does Fiedler label |
|
Definition
|
|
Term
| how does Fiedler match leaders to situations? |
|
Definition
|
|
Term
| what categories would Fiedler install a task-oriented leader? |
|
Definition
| Category 1, 2, 3, 7, or 8 |
|
|
Term
| what categories would Fiedler install a relationship-oriented leader? |
|
Definition
|
|
Term
| what is the most widely researched contingency theory |
|
Definition
|
|
Term
| Situational Leadership Theory |
|
Definition
| a contingency theory that focuses on followers' readiness |
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Term
|
Definition
| a theory that states that it is the leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization |
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|
Term
| leader-participation model |
|
Definition
| a leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations |
|
|
Term
| Leader-member Exchange Theory |
|
Definition
| a theory that supports leaders' creation of in-groups and out-groups; subordinates with in-grou status will have higher performance ratings, less turnover, and greater job satisfaction |
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|
Term
| Charismatic leadership theory |
|
Definition
| a leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors |
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Term
|
Definition
| a long-term strategy for attaining a goal or goals |
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Term
|
Definition
| a formal articulation of an organization's vision or mission |
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|
Term
| Transformational leadership |
|
Definition
| leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers. |
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Term
|
Definition
| leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements |
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|
Term
| What type of leader does the Ohio State studies, Fiedler's model, and path-goal theory describe |
|
Definition
|
|
Term
| what are the four characterstics of transactional leaders |
|
Definition
| contingent reward; management by exception (passive and active); laissez-faire |
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|
Term
| what are the four characterstics of transformational leaders |
|
Definition
| idealized influence; inspirational motivation; intellectual stimulation; individualized consideration |
|
|
Term
| what is the most passive and least effective of leader behaviors |
|
Definition
|
|
Term
| when are management by exception leaders available |
|
Definition
|
|
Term
| while contingent rewward leaders can be effective, what is their downside |
|
Definition
| will not get employees to go above and beyond the call fo duty |
|
|
Term
| using what type of leadership can leaders motivate followers to perform above expectations and transcend their self-interest for the sake of the organization |
|
Definition
| transformational leadership |
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|
Term
| what leads to extra effort from workers, higher productivity, higher morale and satisfaction, higher organizational effectiveness, lower turnover/absenteeism and greater organizational adaptability |
|
Definition
| idealized influence; inspirational motivation; intellectual stimulation; individualized consideration |
|
|
Term
| why are transformational leaders more effective |
|
Definition
| more creative and encourage others to be creative |
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|
Term
|
Definition
| leaders who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly. Their followers would consider them to be ethical people. |
|
|
Term
| what do unethical leaders use charisma for |
|
Definition
| to enhance power over followers |
|
|
Term
| what do ethical leaders use charisma for |
|
Definition
| in a socially constructive way to serve others |
|
|
Term
| socialized charismatic leadership |
|
Definition
| a leadership concept that states that leaders convey values that are other centered versus self centered and who role-model ethical conduct |
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Term
|
Definition
| a positive expectation that another will not act opportunistically |
|
|
Term
| what are the 3 key characteristics in developing trust |
|
Definition
| integrity; benevolence; ability |
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|
Term
| what are the four consequences of trust |
|
Definition
| trust encourages taking risks; trust facilitates information sharing; trusting groups are more effective; trust enhances productivity |
|
|
Term
|
Definition
| when you agree to make yourself vulnerable to another due to positive expectations |
|
|
Term
| what type of state is trust |
|
Definition
|
|
Term
| trust is a primary attribute associated with _______ |
|
Definition
|
|
Term
| _______ is a primary attribute associated with leadership |
|
Definition
|
|
Term
|
Definition
|
|
Term
| what is the most critical of the 3 key characterstics in developing trust |
|
Definition
|
|
Term
|
Definition
| the trusted person has your interests at heart |
|
|
Term
|
Definition
| an individual's technical and interpersonal knowledge and skills |
|
|
Term
|
Definition
| refers to how likely a particular employee is to trust a leader |
|
|
Term
| what is the final ingreadient in the recipe for trust |
|
Definition
|
|
Term
| time is the final ingredient for what recipe |
|
Definition
|
|
Term
|
Definition
| a senior employee who sponsors and supports a less-experienced employee, called a protégé |
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|
Term
| are formal or informal mentoring relationships more effective |
|
Definition
| informal mentor relationships are more effective |
|
|
Term
| in what way is mentorsip valuable |
|
Definition
|
|
Term
| attribution theory of leadership |
|
Definition
| a leadership theory that says that leadership is merely an attribution that people make about other individuals |
|
|
Term
|
Definition
| attributes, such as experience and training, that can replace the need for a leader's support or ability to create structture |
|
|
Term
|
Definition
| attributes that make it impossible for leader behavior to make any difference to follower outcomes. |
|
|
Term
| what do we attribute to leaders |
|
Definition
| intelligence, outgoing personality, strong verbal skills, aggressiveness, understanding, and industriousness, responsible for extremely negative or extremely positive performance |
|
|
Term
| what demographic assumptions are made about leaders |
|
Definition
| white leaders are rated as more effective; teams prefer male leaders when aggressively competing against other teams; prefer female leaders when competition is within teams and calls for improving positive relationships within the group |
|
|
Term
| appearance of being leader over actual accomplishments is part of what theory |
|
Definition
| attribution theory of leadership |
|
|
Term
|
Definition
| powerful channel that can build and enhance leadership effectiveness |
|
|
Term
| identification-based trust |
|
Definition
| trust based on a mutual understanding of each other's intentions and appreciation of each other's wants and desires |
|
|
Term
| what is a poor predictor of leader effectiveness |
|
Definition
|
|
Term
| how do power and politics contribute to ethical dilemmas |
|
Definition
| is playing politics worth the risk, recognize the ability of power to corrupt, easier for powerless to act ethically |
|
|
Term
|
Definition
| situations in which individuals are required to define right and wrong conduct |
|
|
Term
| what are the three ethicial decision criteria |
|
Definition
| utilitarianism, rights, and justice |
|
|
Term
|
Definition
| a system in which decisions are made to provide the greatest good for the greatest number |
|
|
Term
|
Definition
| individuals who report unethical practices by their employer to outsiders |
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|
Term
|
Definition
| a capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes |
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|
Term
|
Definition
| B's relationship to A when A possesses something that B requires |
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|
Term
|
Definition
| a power base that is dependent on fear of the negative results from failing to comply |
|
|
Term
| what are the formal bases of power |
|
Definition
| coercive; reward; legitimate |
|
|
Term
| what are the personal bases of power |
|
Definition
|
|
Term
| which of the formal bases of power is broader than the other two |
|
Definition
|
|
Term
|
Definition
| compliance chieved based on the ability to distribute rewards that others view as valuable |
|
|
Term
|
Definition
| the power a person receives as a result of his or her position in the formal hierarchy of an organization |
|
|
Term
|
Definition
|
|
Term
|
Definition
| influence based on special skills or knowledge |
|
|
Term
|
Definition
| influence based on identification with a person who has desirable resources or personal traits |
|
|
Term
| what is the most important basis of power? |
|
Definition
| personal sources of power are most effective and are positively related to employees' satisfaction with supervision, their organizational commitment, and their performance |
|
|
Term
| what source of power can backfire and be negatively related to employee satisfaction and commitment |
|
Definition
|
|
Term
|
Definition
|
|
Term
| general dependency postulate |
|
Definition
| the greater B's dependency on A, the more power A has over B |
|
|
Term
| what are the three characterstics that create dependency |
|
Definition
| importance; scarcity; nonsubstitutability |
|
|
Term
|
Definition
| people wanting what you have |
|
|
Term
|
Definition
| low supply in high demand |
|
|
Term
|
Definition
| the fewer the viable substitutes for a resource, the more power control over that resource |
|
|
Term
|
Definition
| ways in which individuals translate power bases into specific actions |
|
|
Term
| what are the nine power tactics |
|
Definition
| legitimacy; rational persuasion; inspirational appeals; consultation; exchange; personal appeals; ingratiation; pressure; coalitions |
|
|
Term
|
Definition
| relying on your authority position or saying a request accords with organizational policies or rules; 1 of 9 power tactics |
|
|
Term
|
Definition
| presenting logical arguments and factual evidence to demonstrate a request is reasonable; 1 of 9 power tactics |
|
|
Term
|
Definition
| developing emotional commitment by appealing to a target's values, needs, hopes, and aspirations; 1 of 9 power tactics |
|
|
Term
|
Definition
| increasing the target's support by involving him or her in deciding how you will accomplish your plan; 1 of 9 power tactics |
|
|
Term
|
Definition
| rewarding the target with benefits or favors in exchange for following a request; 1 of 9 power tactics |
|
|
Term
|
Definition
| asking for compliance based on friendship or loyalty; 1 of 9 power tactics |
|
|
Term
|
Definition
| using flattery, praise, or friendly behavior prior to making a request; 1 of 9 power tactics |
|
|
Term
|
Definition
| using warnings, repeated demands, and threats; 1 of 9 power tactics |
|
|
Term
|
Definition
| enlisting the aid or support of others to persuade the target to agree; 1 of 9 power tactics |
|
|
Term
|
Definition
| the ability to influence others in such a way as to enhance one's objectives |
|
|
Term
| what three power tactics are most effective |
|
Definition
| rational persuasion, inspirational appeals, consultation |
|
|
Term
| which power tactic tends to backfire and is typically the least effective |
|
Definition
|
|
Term
| what does effectiveness of some influence tactics depends on… |
|
Definition
|
|
Term
| which power tactic has upward influence |
|
Definition
|
|
Term
| which power tactics have downward influence |
|
Definition
| rational persuasion; inspirational appeals; pressure; consultation; ingratiation; exchange; legitimacy |
|
|
Term
| which power tactics have lateral influence |
|
Definition
| rational persuasion; consultation; ingratiation; exchange; legitimacy; personal appeals; coalitions |
|
|
Term
|
Definition
| any unwanted activity of a sexual nature that affects an individual's employment and creates a hostile work environment |
|
|
Term
| how is power related to sexual harassment |
|
Definition
| the concept of power is central to understanding sexual harassment |
|
|
Term
| what is central to understanding sexual harassment |
|
Definition
|
|
Term
|
Definition
| activities that are not required as a part of a person's formal role in the organization but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization |
|
|
Term
| legitimate political behavior |
|
Definition
|
|
Term
| illegitimate political behavior |
|
Definition
| extreme political behavior that violates the implied rules of the game |
|
|
Term
|
Definition
| focus on the use of power to affect decision making in an organization or on self-serving and organizationally unsanctioned behaviors |
|
|
Term
| examples of legitimate political behavior |
|
Definition
| complaining to supervisor, bypassing chain of command, forming coalitions, obstructing organizational policies or decisions through inaction or excessive adherence to rules and developing contacts outside the organization through professional activities |
|
|
Term
| examples of illegitimate political behavior |
|
Definition
| sabotage, whistle-blowing, symbolic protests such as wearing unorthodox dress or portest buttons and calling in sick as a group; "play hardball" |
|
|
Term
| individual factors that influence political behavior |
|
Definition
| high self-monitors; internal locus of control; High Mach personality; organizational investment; perceived job alternatives; expectations of success |
|
|
Term
| organizational factors that influence political behavior |
|
Definition
| reallocation of resources; promotion opportunities; low trust; role ambiguity; unclear performance evaluation system; zero-sum reward practices; democratic decision making; high performance pressures; self-serving senior managers |
|
|
Term
| employee responses to organizational politics |
|
Definition
| decreased job satisfaction; increased anxiety and stress; increased turnover; reduced performance |
|
|
Term
|
Definition
| reactive and protective behaviors to avoid action, blame, or change |
|
|
Term
|
Definition
| the process by which individuals attempt to control the impression others form of them |
|
|
Term
| what are the eight impression management techniques |
|
Definition
| conformity; favors; excuses; apologies; self-promotion; enhancement; flattery; exemplification |
|
|
Term
|
Definition
| agreeing with someone else's opinion to gain his or her approval; form of ingratiation |
|
|
Term
|
Definition
| doing something nice for someone to gain that person's approval; form of ingratiation |
|
|
Term
|
Definition
| explanations of a predictament-creating event aimed at minimizing the apparent severity of the predicament; defensive IM technique |
|
|
Term
|
Definition
| admitting responsibility for an undesirable event and simultaneously seeking to get a pardon for the action; defensive IM technique |
|
|
Term
|
Definition
| highlightin one's best qualities, downplaying one's deficits, and calling attention to one's achievements; self-focused IM technique |
|
|
Term
|
Definition
| claiming that something you did is more valuable than most other members of the organizations would think; self-focused IM technique |
|
|
Term
|
Definition
| complimenting others about their virtues in an effort to make oneself appear perceptive and likeable; assertive IM technique |
|
|
Term
|
Definition
| doing more than you need to in an effort to show how dedicated and hard working you are; assertive IM technique |
|
|
Term
|
Definition
| a system of shared meaning held by members that distinguishes the organization from other organizations |
|
|
Term
| what is organzational culture concerned with |
|
Definition
| how employees perceive the characteristics of an organization's culture |
|
|
Term
| what are the seven primary characteristics that capture the essence of an organization's culture |
|
Definition
| innovation and risk taking; attention to detail; outcome orientation; people orientation; team orientation; aggressiveness; stability |
|
|
Term
|
Definition
| a culture that expresses the core values that are shared by a majority of the organization's members |
|
|
Term
|
Definition
| minicultures within an organization, typically defined by department designations and geographical separation |
|
|
Term
|
Definition
| the primary or dominant values that are accepted throughout the organization |
|
|
Term
|
Definition
| cultures in which the core values are intensely held and widely shared |
|
|
Term
| examples of strong culture |
|
Definition
|
|
Term
| benefits of a strong organizational culture |
|
Definition
| reduce employee turnover; high agreement about what the organization represents; builds choesiveness, loyalty, and organizational commitment; lesser the need for management to develop formal rules |
|
|
Term
|
Definition
| shared perceptions organizational members have about their organization and work environment |
|
|
Term
| what does culture enhance |
|
Definition
| organizational commitment and increased the consistency of employee behavior |
|
|
Term
| what are the dysfunctional aspects of culture |
|
Definition
| institutionalism; barriers to change; barriers to diversity; barriers to acquisitions and mergers |
|
|
Term
|
Definition
| a condition that occurs when an organization takes on a life of its own, apart from any of its members, and acquires immortality |
|
|
Term
| what are the three ways culture is created |
|
Definition
| founders hire and keep only employees who think and feel the same way they do; they indoctrinate and socialize these employees to their way of thinking and feeling; founders' own behavior encourages employees to identify with them and internalize their beliefs, values, and assumptions |
|
|
Term
|
Definition
| selection practices, actions of top management, socialization methods |
|
|
Term
| how do employees learn about a culture |
|
Definition
| number of forms with the most potent being stories, rituals, material symbols, and language |
|
|
Term
| what is the explicit goal of the selection process |
|
Definition
| to identify and hire individuals with the knowledge, skills, and abilities to perform successfully |
|
|
Term
| how do top management impact culture |
|
Definition
| through words and behavior senior execs establish norms that filter through the organization |
|
|
Term
|
Definition
| a process that adapts employees to the organization's culture |
|
|
Term
| what are the stages in the socialization process |
|
Definition
| prearrival stage, encounter stage, metamorphosis stage |
|
|
Term
|
Definition
| the period of learning in the socialization process that occurs before a new employee joins the organization |
|
|
Term
|
Definition
| the stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge |
|
|
Term
|
Definition
| the stage in the socialization process in which a new employee changes and adjusts to the job, work group, and organization |
|
|
Term
| what are the culture's functions |
|
Definition
| define the rules of the game; sense making and control mechanism; enhances stability in organization; creates distinction between one organization and others; sense of identity for employees; enhances employee commitment to organizations' interests |
|
|
Term
|
Definition
| contain a narrative of events about the organization's founders, rule breaking, rags-to-riches successes, reductions in the workforce, relocation of employees, reactions to past mistakes, and organizational coping; these stories anchor the present in the past and explain and legitimate current practices |
|
|
Term
|
Definition
| repetitive sequences of activities that express and reinforce the key values of the organization, which goals are most important, and which are expendable |
|
|
Term
|
Definition
| what conveys to employees who is important, the degree of egalitarianism top management desires, and the kinds of behavior that are appropriate |
|
|
Term
|
Definition
| acronyms, jargon, unique terms used to help members identify with the culture |
|
|
Term
| how do you create an ethical culture |
|
Definition
| be a visible role model; communicate ethical expectations; provide ethical training; visibly reward ethical acts and punish unethical ones; provide protective mechanisms |
|
|
Term
| what are the four cultural characteristics that tend to be evident in spiritual organizations |
|
Definition
| strong sense of purpose; trust and respect; humanistic work practices; toleration of employee expression |
|
|
Term
| positive organizational culture |
|
Definition
| a culture that emphasizes building on employee strengths, rewards more than punishes, and emphasizes individual vitality and growth |
|
|
Term
|
Definition
| the recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community |
|
|
Term
|
Definition
| the recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community |
|
|
Term
| what do spiritual organizations concerned with |
|
Definition
| directly address work-life conflicts; helping people develop and reach full potential |
|
|
Term
|
Definition
| a dynamic condition in which an individual is confronted with an opportunity, a demand, or a resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important |
|
|
Term
|
Definition
| stressors associated with workload, pressure to complete tasks, and time urgency |
|
|
Term
|
Definition
| stressors that keep you from reaching your goals (for example, red tape, office politics, confusion over job responsibilities) |
|
|
Term
|
Definition
| responsibilities, pressures, obligations, and even uncertainties that individuals face in the workplace |
|
|
Term
|
Definition
| things within an individual's control that can be used to resolve demands |
|
|
Term
| what is stress associated with |
|
Definition
|
|
Term
| what three factor categories are potential sources of stress |
|
Definition
| environmental, organizational, and individual |
|
|
Term
|
Definition
| economic uncertainties, political uncertainties, technological change |
|
|
Term
|
Definition
| task demands, role demands, interpersonal demands |
|
|
Term
|
Definition
| family problems, economic problems, personality |
|
|
Term
|
Definition
|
|
Term
| is experience positively or negatively related to work stres |
|
Definition
|
|
Term
| what moderates the relationship between potential stressors and experienced stress |
|
Definition
| perception, job experience, social support, and personality |
|
|
Term
| what are the three general categories associated with consequences of stress |
|
Definition
| physiological symptoms, psychological symptoms, behavioral symptoms |
|
|
Term
|
Definition
| changes in metabolism, increase heart and breathing rates and blood pressure, induce headaches and heart attacks; low self-efficacy people have more susceptibility to URIs and poor immune system functioning |
|
|
Term
|
Definition
| job dissatisfaction is the most obvious, but also tension, anxiety, irritability, boredom, procrastination |
|
|
Term
|
Definition
| changes in productivity, absence and turnover, eating habits, increased smoking and consumption of alcohol, rapid speech, fidgeting, and sleep disorders |
|
|
Term
|
Definition
| upside down U; low stress is same as high stress - low productivity; medium stress = high productivity |
|
|
Term
| how can individuals manage stress |
|
Definition
| time-management techniques, increased physical exercise, relaxation training - meditation, hypnosis, biofeedback, expanded social support networks |
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Term
| how can organizations help with stress management |
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Definition
| wellness programs; sabbaticals; increasing formal organizational communication; increasing employee involvement in decision making; redesigning jobs; goal setting, training, and selection and placement |
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Term
| why is stress important to organizations |
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Definition
| low to moderate amounts of stress enable most people to perform better, but stress is dissatisfying; keeping a stres balance is necessary to performance and satisfaction |
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Term
| why do people experience and handle stress differently |
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Definition
| perception, job experience, social support, belief in locus of control; self-efficacy; hostility |
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Term
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Definition
| organizationally supported programs that focus on the employee's total physical and mental condition |
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Term
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Definition
| an individual who achieves goals through other people |
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Term
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Definition
| interpersonal roles; informational roles; decisional roles |
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Term
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Definition
| a process that includes defining goals, establishing strategy, and developing plans to coordinate activities |
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Term
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Definition
| determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made |
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Term
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Definition
| a function that includes motivating employeees, directing others, selecting the most effective communication channels, and resolving conflicts |
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Term
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Definition
| monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations |
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Term
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Definition
| the ability to apply specialized knowledge or expertise |
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Term
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Definition
| the ability to work with understand and motivate other people, both individually and in groups |
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Term
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Definition
| the mental ability to analyze and diagnose complex situations |
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Term
| four managerial activities |
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Definition
| traditional management; communication; HR management; networking |
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Term
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Definition
| a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization's effectiveness |
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Term
| evidence-based management |
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Definition
| the basing of managerial decisions on the best available scientific evidence |
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Term
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Definition
| situational factors: variables that moderate the relationship between two or more variables |
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Term
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Definition
| a response that is affected by an independent variable |
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Term
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Definition
| a performance measure that includes effectiveness and efficiency |
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Term
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Definition
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Term
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Definition
| the ratio of effective output to the input required to achieve it |
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Term
| organizational citizenship behavior |
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Definition
| discretionary behavior that is not part of an employee's formal job requirements but that nevertheless promotes the effective functioning of the organization |
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Term
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Definition
| the presumed cause of some change in a dependent variable |
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Term
| dependent variables in OB model |
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Definition
| productivity, absenteeism, turnover, deviant workplace behavior, organizational citizenship behavior, job satisfaction |
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Term
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Definition
| inidividual - biographical characteristics, personality characteristics; emotional framework; values and attitudes; basic ability levels; group - communication patterns, leadership, power and politics, levels of conflict, accetpability, work teams, leadership and trust, group structure, group decision-makng; organizaion systems - organizational culture, HR policies and practices, organization structure and design, change and stress |
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