Term
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Definition
| people make decisions based on pure logic and rationality |
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Term
| rational choice decision-making process |
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Definition
1. identify problem or opportunity
2. choose the best decision process
3. develop alternate solutions
4. choose the best alternative
5. implement the selected alternative
6. evaluate decision outcomes |
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Term
| issues with problem identification |
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Definition
1. stakeholder framing
2. perceptual defense
3. mental models
4. decisive leadership
5. solution-focused problems |
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Term
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Definition
| processing limited info and satisficing rather than maximizing when choosing bw alternatives |
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Term
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Definition
| tendency to repeat an apparently bad decision or allocate more resources to a failing course of action |
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Term
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Definition
| individuals are motivated to maintain their course of action when they have a high need to justify their decision |
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Term
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Definition
| take fewer risks to gain and more risks to avoid losses |
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Term
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Definition
| unconsciously screen out or explain away negative information to protect self-esteem |
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Term
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Definition
| when a projects success is in doubt decision makers will persist bc the costs of ending are high/unknown |
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Term
| employee involvement aka participative management |
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Definition
degree to which employees influence how their work is organized and carried out
-improves problem identification
-creates synergy |
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Term
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Definition
| preparation->incubation->insight->verification |
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Term
| power vs legitimate power |
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Definition
| the ability to influence others vs an agreement that people in certain roles can request certain behaviors of others |
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Term
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Definition
| the ability to apply punishment |
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Term
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Definition
| people have referent power when others respect and identify with them |
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Term
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Definition
| degree of interdependence bw the powerholder and others |
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Term
| ingratiation and impression management |
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Definition
| attempt to increase liking and the practice of actively shaping our public images |
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Term
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Definition
| persuasive strategy of warning listeners that others will try to influence them in the future and they should be wary of arguments |
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Term
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Definition
silent authority, assertiveness, information control,coalition formation, upward appeal, ingratiation and impression management, persuasion, exchange
consequences: commitment, compliance, resistanceo |
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Term
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Definition
| behaviors perceived as self serving at the expense of others |
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Term
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Definition
| deceit is a natural and acceptable way to influence others |
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Term
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Definition
3 factors that override medium's richness:
1. the ability to multicommunicate
2. more varied proficiency levels
4. social distractions of rich channels |
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Term
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Definition
| sensing,evaluating, responding |
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Term
| separating constructive from relationship conflict |
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Definition
| emotional intelligence, cohesive team, supportive team norms |
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Term
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Definition
| sources of conflict->conflict perceptions and emotions (conflict escalation)->manifest conflict->conflict outcomes |
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Term
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Definition
| incompatible goals, differentiation, interdependence, scarce resources, ambiguous rules, communication problems |
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Term
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Definition
1. problem solving: win win orientation
2. forcing: win lose orientation
3. avoiding
4. yielding
5. compromising |
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Term
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Definition
| a goal that both parties value but cannot achieve alone |
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Term
| types of 3rd party intervention |
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Definition
| mediation, inquisition, arbitration |
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Term
| path-goal leadership theory |
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Definition
based on the expectancy theory of motivation, employees who perform their jobs well have a higher degree of need fulfillment than employees who perform poorly
-employee/environmental contingencies
-leadership behaviors/effectiveness |
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Term
| path-goal leadership styles |
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Definition
-directive
-supportive
-participative
-achievement oriented |
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Term
| transformational leadership |
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Definition
| leaders create, communicate, and model a vision and inspire employees to strive for that vision |
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Term
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Definition
| managing. helping org's achieve current objectives more efficiently and ensuring that employees have the resources needed |
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Term
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Definition
| the highest form of transactional leadership where leaders have power through charisma as a tool to change behavior |
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Term
| elements of transformational leadership |
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Definition
1. creating a strategic vision
2. communicating the vision
3. modeling the vision
4. building commitment toward the vision |
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Term
| implicit leadership theory |
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Definition
| people evaluate a leader's effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviors of effective leaders (leadership prototypes), and they tend to inflate the influence of leaders on organizational events |
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Term
| a strong corporate culture potentially increases the company's success by serving three important functions: |
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Definition
1. control system
2. social glue
3. sense-making |
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Term
| attraction-selection-attrition theory |
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Definition
| organizations attract, select, and retain people with the same values as the organization |
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Term
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Definition
| process that diagnoses relations bw the companies determining the extent to which cultural clashes will occur |
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Term
| strategies to merge different organizational cultures |
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Definition
-assimilation
-deculturation
-integration
-separation |
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Term
| lewin's force field analysis model |
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Definition
helps change agents diagnose the forces that drive and restrain proposed organizational change
-driving and restraining forces
-change occurs by unfreezing the current situation, moving to a desired condition, and then refreezing the system so it stays in that desired state |
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Term
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Definition
meaningful change is a combination of action orientation (changing attitudes and behavior) and research orientation (testing theory)
1. form client-consultant relationship
2. diagnose the need for change
3. introduce intervention
4. evaluate and stabilize change |
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Term
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Definition
change strategy that directs the groups attention away from its own problems and focuses participants on the groups potential and positive elements
1.discovery
2.dreaming
3.designing
4.delivering |
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Term
| parallel learning structures |
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Definition
| highly participative.people from most levels of the org who follow the action research model to produce meaningful organizational change |
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