Term
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Definition
| Trying to convince someone with reason, logic or facts. (Soft) |
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Definition
| Trying to build enthusiasm by appealing to others emotions, ideals or values. (Soft) |
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Definition
| Getting others to participate in planning, making decisions, and changes. (Soft) |
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Term
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Definition
Getting someone in a good mood prior to making a request. (Soft)
- Humor
- Complements |
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Term
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Definition
| Referring to friendship and loyalty when making an appeal. (Soft) |
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Definition
| Getting others to support your efforts to persuade someone. (Hard) |
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Term
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Definition
| Making explicit or implied promises and trading favors. (Hard) |
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Definition
| Demanding compliance or using intimidation or threats. (Hard) |
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Term
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Definition
| Basing a request on ones power or right to command you to do something. (Hard) |
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Term
| Ways to Influence Others (Don't Need to memorize just understand) |
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Definition
1. Liking
2. Reciprocity
3. Social Proof
4. Consistency
5. Authority
6. Scarcity |
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Term
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Definition
| A manager is said to have reward power if they can obtain compliance by promising or granting a reward. |
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Term
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Definition
| Threats of punishment and actual punishment give and individual this power. |
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Term
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Definition
| Positive L.P. focuses constructively on job performance while negative L.P. is used to get what someone wants using their position. |
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Term
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Definition
| When a person has valuable knowledge or information. |
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Term
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Definition
| When a persons personal characteristics become the reason for compliance. |
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Term
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Definition
| Involves sharing power with employees by communicating the significance of employee jobs and helping them develop leadership skills. |
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Term
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Definition
| Intentional acts of influence to enhance or protect the self-interest of individuals or groups that are not endorsed by the organization. |
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Term
| What Causes Uncertainty in Organizations? |
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Definition
1. Unclear Objectives
2. Vague Performance Measures
3. Ill-Defined Decision Processes
4. Strong Individual or group Competition
5. Any Type of Change |
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Term
| What are the three levels of political Action? |
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Definition
1. Individual Level
2. Coalition Level - Specific issues
3. Network Level - Specific People |
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Term
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Definition
| Physical or personality characteristics that can be used to differentiate leaders from followers. |
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Term
| Implicit Leadership Theory |
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Definition
| Based on the idea that people have beliefs about how leaders should behave and what they should do for their followers. |
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Term
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Definition
Is a mental representation of the traits and behaviors that people believe are possessed by leaders.
- Feminine traits valued |
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Term
| Consideration (Ohio State Study) |
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Definition
| One of the two leader characteristics according to the OSS. A person with this focuses on respects, group memeber needs and concern for the group. |
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Term
| Initiating Structure (Ohio State Study) |
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Definition
| One of the two characteristics of a leader according to the OSS. A person with this organizes and defines what group members should be doing to maximize output. |
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Term
| Task Motivated Leadership |
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Definition
A leadership style with High leader-Member relations and either High Task Structure or High Position power or Both.
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Term
| Relationship Motivated Leadership |
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Definition
A leadership style where the leader has generally poor Leader-Member relations (also can be good with poor task and position power)and good task or position power or both.
+--
-++
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Term
| Task Motivated Leadership |
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Definition
Salvage what you can from the group. A leadership style where the leader scores poorly in all 3 categories.
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Term
| Trait Theory of Leadership |
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Definition
| A persons traits set them apart from the rest of their coworkers. |
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Term
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Definition
| A leadership style where the leader shrugs off responsibly and avoids conflict at all costs. |
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Term
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Definition
Clarifying employees’ roles and providing positive and negative rewards contingent on performance.
- Rewards and punishment |
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Term
| Transformational Leadership |
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Definition
| A leadership style where leaders look to develop their employees, exhibit self sacrifice and focus on goals that matter to the immediate work group. |
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Term
| Inspirational/Motivational (Transformation) |
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Definition
Provides vision and sense of mission,
instills pride, exhibits optimism and enthusiasm |
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Term
| Idealized influence (Transformation) |
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Definition
| Sacrifices for the good of the group, displays high ethical standards, role model. |
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Term
| Intellectual Stimulation (Transformation) |
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Definition
Challenges status quo, seeks innovative
and creative solutions |
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Term
| Individual Consideration (Transformation) |
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Definition
| Gives personal attention, supports, coaches, advises, and empowers employees |
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Term
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Definition
| A system of consciously coordinated activities or forces of two or more persons. |
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Term
| Unity of Command Principle |
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Definition
| A principle that specifies that each employee should report to only one manager. |
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Term
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Definition
| Refers to the number of people reporting to a given manager. |
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Term
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Definition
| A person who has the ability to make decisions. |
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Term
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Definition
| The structures of accountability and responsibility used to develop and implement strategies and the human resource practices and info used to develop business processes. |
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Term
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Definition
| A system that groups people according to what job they perform. A manager is in charge of each group and people identify strongly with what they do. (Traditional Design) |
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Term
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Definition
In this type, the company groups together activities as they relate to outputs. (Traditional Design)
- GE Captital vs. GE Technology |
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Term
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Definition
| A combination of Functional and Divisional Structure that gives employees two lines of command and breeds collaboration. (Traditional Design) |
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Term
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Definition
A design that focuses on improvement and collaboration. Brings all people involved together, disregards divisions.
(Focus on Collaboration)
Five Principals for Designing;
1. Organize around complete workflow
2. Flatten hierarchy and uses teams to manage
3. Appoint team leaders to manage internal processes.
4. Let supplier and customer contact drive performance
5. Provide expertise from outside the group as needed. |
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Term
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Definition
A structure that favors outsourcing. They focus on design and other core attributes and outsource things like manufacturing somewhere else. (Open Boundaries)
- Apple, Nike |
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Term
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Definition
| Also practices outsourcing, but instead of outsourcing the entire product, they outsource key parts such as jet engines. (Open Boundaries) |
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Term
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Definition
When a company seeks partnership with another company to help it do something it couldn't alone. (Open Boundaries)
- Verizon and telecommunications |
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Term
| Contingency Approach to Organizational Design |
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Definition
| This says that organizations are more effective when they are structured to meet the demands of their customers. |
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Term
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Definition
Are companies with rigid bureaucracies with strict rules, narrowly defines tasks and top-down communication.
- Traditional Style
- Very efficient |
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Term
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Definition
| Flexible networks of mulitalented individuals who preform a variety of tasks. |
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Term
| Centralized Decision Making |
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Definition
| When key decisions are made by the top level management. |
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Term
| Decentralized Decision Making |
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Definition
| When mid and low level managers can make some decisions. |
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Term
| Four Dimensions of Organizational Effectiveness |
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Definition
1. Goal Accomplishment
2. Resource Acquisition
3. Internal Processes
4. Strategic Constituencies Satisfacton |
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Term
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Definition
| The organization achieves or exceeds its stated goals. |
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Term
| OE - Resource Acquisition |
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Definition
| The organization can acquire the resources needed to be successful. |
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Term
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Definition
| What the company must do to meet financial and customer expectations. Things to measure include Innovation, Customer Service, Operational Excellence and being a good corporate Citizen. |
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Term
| OE - Strategic Constituencies Satisfacton |
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Definition
Are the demands and expectations of an organizations key players (shareholders, employees) at least minimally satisfied.
- Employees vs. Shareholders vs. Customers |
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Term
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Definition
| Is the set of of taken for granted implicit assumptions that a group holds and that determines how they work and interact in an organization. |
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Term
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Definition
| The physical manifestation of a company's culture. These are observable things such as rewards, dress codes and rituals. |
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Term
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Definition
| Explicitly stated values that are preferred by an organization. These are usually stated by senior management and can be things like sustainability. |
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Term
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Definition
Represent values that actually are exhibited or converted into employee behavior.
- Superior Service |
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Term
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Definition
| Underlying values of an organization that are unobservable and usually have been around for a while. Very resit |
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Term
| Competing Values Framwork |
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Definition
This provides a practical way for managers to understand, measure and change organizational culture. Researchers developed a x/y axis grid with four types of culture.
- Clan Culture
- Adhocracy Culture
- Hierarchy Culture
- Market Culture |
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Term
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Definition
Internal focus that values reliability rather than stability and control.
- Employee Focused
- Job Satisfaction
- Colaberation |
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Term
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Definition
Has an external focus and values flexibility.
- Risk Takers
- Respond to market
- Popular in start ups |
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Term
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Definition
Strong external focus and values stability and control.
- Profit and Customer Focused
- Hard Working, fast thinkers |
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Term
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Definition
Has an internal focus which produces a more formalized and structured work environment and values stability and control over flexibility.
- Control measures
- Fluid process |
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Term
| Three Phase Model of Socializaiton |
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Definition
1. Anticipatory Socialization
2. Encounter
3. Change and Acquisition |
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Term
| 3PM - Anticipatory Socialization |
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Definition
| Socialization that occurs before a person joins a company. This information comes from current employees and social media. |
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Term
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Definition
| During the encounter phase employees come to learn what the organization is really like then during the on boarding stage employees assimilate with the culture of the company. |
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Term
| 3PM - Change and Acquisition |
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Definition
| This phase requires employees to master important tasks and roles and to adjust to their work group's values and norms. |
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