Term
| The 6 Common Negotiating Mistakes |
|
Definition
1) Neglecting the Other Side's Problem
2) Letting Price Bulldoze Other Interests
3) Letting Positions Drive Out Interests
4) Searching Too Hard for Common Ground
5) Neglecting BATNA (Best Alternative To a Negotiated Agreement)
6) Failing to Correct for Skewed Vision |
|
|
Term
|
Definition
| A give-and-take decision-making process involving interdependent parties with different preferences |
|
|
Term
|
Definition
| a. Involves a single issue, in which one person gains at the expense of another |
|
|
Term
|
Definition
| a. Involves multiple issues and an agreement can be found that is better for both parties than what they would have reached through distributive negotiation |
|
|
Term
|
Definition
| Best Alternative to a Negotiated Agreement |
|
|
Term
|
Definition
| Reservation point, the bottom line, the walk-away point |
|
|
Term
|
Definition
| The difference between your reservation price and the other person's reservation price. A range of negotiated outcomes that are acceptable to all parties. |
|
|
Term
|
Definition
| Target or goal. What you really want to get out of the negotiation. |
|
|
Term
|
Definition
| A social influence process in which the leader seeks the voluntary participation of subordinates in an effort to reach organizational goals |
|
|
Term
|
Definition
| A physical or personality characteristic that can be used to differentiate leaders from followers. |
|
|
Term
| Implicit Leadership Theory |
|
Definition
| Based on the idea that people have beliefs about how leaders should behave and what they should do for their followers. |
|
|
Term
|
Definition
| A mental representation of the traits and behaviors that people believe are possessed by leaders |
|
|
Term
|
Definition
1) Incompetent
2) Rigid (unyielding)
3) Intemperate (self-control)
4) Callous (unkind)
5) Corrupt
6) Insular (minimize health and welfare of others)
7) Evil |
|
|
Term
| Key Positive Leadership Traits |
|
Definition
1) Task Competence
2) Interpersonal Competence (communication, empathy)
3) Intuition
4) Traits of Character (discipline, integrity, honesty, etc.)
5) Biophysical Traits
6) Personal Traits (self-confidence, sociability, self-efficacy, etc.) |
|
|
Term
|
Definition
| Involves leader behavior assoicated with creating mutual respect or trust and focuses on a concern for group members' needs and desires |
|
|
Term
Ohio State Studies
Initiating Structure |
|
Definition
| Leader behavior that organizes and defines what group members should be doing to maximize output |
|
|
Term
Ohio State Studies
Situational Theories |
|
Definition
| Propose that the effectiveness of a particular style of leader behavior depends on the situation |
|
|
Term
| Fiedler's Contingency Model |
|
Definition
1) Situational Control
a) The amount of control and influence the leader has in her or his immediate work environment |
|
|
Term
House...
Contingency Factors |
|
Definition
| Situational variables that cause one style of leadership to be more effective than another |
|
|
Term
| Path-Goal Clarifying Behaviors |
|
Definition
| Clarify goals, provide guidance, set standards |
|
|
Term
Path-Goal
Achievement-oriented Behaviors |
|
Definition
| Setting challenging goals, emphasizing excellence, demonstrating confidence |
|
|
Term
Path-Goal
Work-facilitation Behaviors |
|
Definition
1) Planning,organizing, coordinating work
2) Mentoring/Coaching
3) Provide resources and remove roadblocks |
|
|
Term
Path-Goal
Supportive Behaviors |
|
Definition
| Showing concern for the well-being of employees, being friendly and approachable |
|
|
Term
Path-Goal
Interaction Facilitation Behaviors |
|
Definition
| Resolving disputes, encouraging strong communication and good team relationships |
|
|
Term
Path-Goal
Group-oriented Decision-Making Behaviors |
|
Definition
| Posing problems rather than solutions, encouraging participation in decisions, providing information to the group to help make a decision |
|
|
Term
Path-Goal
Representation and Networking Behaviors |
|
Definition
| Presenting the work group in a positive light to others, maintaining positive relationships, going to social events, doing favors for others |
|
|
Term
Path-Goal
Value-based Behaviors |
|
Definition
| Establishing a vision, displaying a passion for it, and supporting its accomplishment; demonstrating self-confidence, giving positive feedback |
|
|
Term
| Applying Situational Theories |
|
Definition
1) Identify Important Outcomes
2) Identify Relevant Leadership Types/Behaviors
3) Identify Situational Conditions
4) Match leadership to the conditions at hand
5) Determine how to make the match |
|
|
Term
|
Definition
| Focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance |
|
|
Term
| Transformational Leadership |
|
Definition
| Engenders trust, seeks to develop leadership in others, exhibits self-sacrifice and serves as moral agents, focusing themselves and followers on objectives that transcend the more immediate needs of the work group. |
|
|
Term
| The Four Key Sets of Leader Behavior in Transformational Leaders |
|
Definition
1) Inspirational Motivation (Vision & Optimism)
2) Idealized Influence (Sacrifice, Role model, Ethical Standards)
3) Individualized Consideration (Support, Encouragement, Empowerment)
4) Intellectual Stimulation (Question status quo, stimulate creativity) |
|
|
Term
|
Definition
| In this relationship, leaders and followers develop a partnership characterized by reciprocal influence, mutual trust, respect and liking, and a sense of common fates |
|
|
Term
|
Definition
| Leaders are characterized as overseers who fail to create a sense of mutual trust, respect, or common fate |
|
|
Term
|
Definition
| Entails a simultaneous, ongoing, mutual influence process in which individuals share responsibility for leading regardless of formal roles and titles |
|
|
Term
|
Definition
| Focuses on increased service to others rather than to oneself |
|
|
Term
|
Definition
| The exchange of information between a sender and a receiver, and the inference (perception) of meaning between the individuals involved |
|
|
Term
|
Definition
| Represents anything that interferes with the transmission and understanding of a message |
|
|
Term
|
Definition
| When no message gets sent. Caused by fear or technology problems |
|
|
Term
|
Definition
| The message is not expressed correctly. It's hard to say the right words, or use right tone. |
|
|
Term
|
Definition
| The communication channel is blocked. Busy phones, network down, etc. |
|
|
Term
|
Definition
| The recipient doesn't understand the message |
|
|
Term
|
Definition
| No message gets received. You are so busy you missed a comment your boss made |
|
|
Term
|
Definition
| The recipient doesn't respond enough. You're not quite sure they got what you said, but you don't want to make them feel stupid. |
|
|
Term
| Personal Barriers to Communication |
|
Definition
Individual attributes that hinder communication.
Include:
1) Communication Skill Level
2) How you interpret communication
3) Interpersonal trust
4) Stereotypes/Prejudice
5) Ego
6) Poor listening skills
7) Judgement
8) Listen w/o understanding
9) Nonverbal Communication |
|
|
Term
|
Definition
| Sound, time, space, and other distractions that hinder communication |
|
|
Term
|
Definition
| Words can be interpreted in many ways, leading to communication problems |
|
|
Term
|
Definition
| A key semantic barrier and represents language or terminology that is specific to a particular profession, group, or company |
|
|
Term
|
Definition
| A performance-based index of an individual's abilities to effectively use communication behaviors in a given context |
|
|
Term
|
Definition
| Expressive and self-enhancing and is based on the "ethical notion that it is not right or good to violate our own or others' basic human rights, such as the right to self-expression or the right to be treated with dignity and respect |
|
|
Term
|
Definition
| Expressive and self-enhancing and strives to take unfair advantage of others |
|
|
Term
|
Definition
| Characterized by timid and self-denying behavior |
|
|
Term
|
Definition
| Any message, sent or received independent of the written or spoken word...It includes such factors as use of time and space, distance between persons when conversing, use of color, dress, walking behavior, standing, positioning, seating arrangement, office locations and furnishings |
|
|
Term
|
Definition
| The process of actively decoding and interpreting verbal messages |
|
|
Term
|
Definition
| Listens in a relaxed manner, preferring to listen for pleasure, entertainment, or inspiration |
|
|
Term
|
Definition
| Interpret messages by focusing on the emotions and body language being displayed by the speaker as well as the presentation media |
|
|
Term
|
Definition
| Makes sense of a message by first organizing specific thoughts and actions and then integrating this information by focusing on relationships among ideas. |
|
|
Term
|
Definition
| Attempt to understand the main message and determine important points. They like to take notes and prefer logical presentations |
|
|
Term
|
Definition
| Listen analytically and continually formulate arguments and challenges to what is being said |
|
|
Term
|
Definition
| Refers to a person's characteristic speaker pattern, such as pacing and pausing, word choice, and elements such as jokes, figures of speech, etc. |
|
|
Term
|
Definition
| Also known telecommuters and distributed workers, are people who fulfill some portion of typically office-based job responsibilities outside the office via ICT (Information Communication Technology). |
|
|
Term
|
Definition
| Internet-based and mobile technologies to generate interactive dialogue with members of a network |
|
|
Term
|
Definition
| A system of consciously coordinated activities or forces of two or more persons |
|
|
Term
| Unity of Command Principle |
|
Definition
| Specifies that each employee should report to only one manager |
|
|
Term
|
Definition
| A graphic representation of formal authority and division of labor relationships |
|
|
Term
|
Definition
| Refers to the number of people reporting directly to a given manager |
|
|
Term
|
Definition
| Do background research and provide technical advice and recommendations to their line managers |
|
|
Term
|
Definition
| Those who have the authority to make decisions (president, executive directors, etc.) |
|
|
Term
|
Definition
| A self-sufficient entity. It is "closed" to the surrounding environment |
|
|
Term
|
Definition
| Depends on constant interaction with the environment for survival |
|
|
Term
|
Definition
| The structures of accountability and responsibility used to develop and implement strategies, and the human resource practices and information and business processes that activate those structures. |
|
|
Term
|
Definition
| Groups people according to the business functions they perform, for example, manufacturing, marketing, and finance. |
|
|
Term
|
Definition
| Groups together activities related to outputs, such as the type of product or type (or location) of customer. |
|
|
Term
|
Definition
| Combines functional and divisional chains of command to form a grid with two command structures, one shown vertically according to function, and the other shown horizontally, by product line, brand, customer group, or geographic location. |
|
|
Term
|
Definition
| Strategic application of the trend toward outsourcing. |
|
|
Term
|
Definition
| Instead of outsourcing processes (such as manufacturing), it outsources parts of a product to later be assembled by the parent company. |
|
|
Term
|
Definition
| A company outside a company created specifically to respond to an exceptional market opportunity that is often temporary |
|
|
Term
| Contingency Approach to Organizational Design |
|
Definition
| Organizations tend to be more effective when they are structured to fit the demands of the situation |
|
|
Term
| Mechanistic Organizations |
|
Definition
| Rigid bureaucracies with strict rules, narrowly defined tasks, and top-down communication |
|
|
Term
|
Definition
| Flexible networks of multitalented individuals who perform a variety of tasks |
|
|
Term
| Centralized decision making |
|
Definition
| Occurs when key decisions are made by top management |
|
|
Term
| Decentralized Decision Making |
|
Definition
| Occurs when important decisions are made by middle- and lower-level managers |
|
|
Term
| The Four Dimensions of Organizational Effectiveness |
|
Definition
1) Goal accomplishment
- The organization achieves its goals
2) Internal Processes
- The org runs smoothly with minimum internal problems
3) Resource Acquisition
- Org acquires the resources it needs
4) Strategic Constituencies Satisfaction
- Stakeholders are satisfied |
|
|
Term
| Goal Accomplishment, Four Dimensions of Organizational Effectiveness |
|
Definition
Does the organization achieve its stated goals?
Best when = Goals are SMART. |
|
|
Term
| Internal Processes, Four Dimensions of Organizational Effectiveness |
|
Definition
The organization functions smoothly with a minimum of internal strain
Best when = Performance is strongly influenced by specific processes |
|
|
Term
| Strategic Constituencies Satisfaction, Four Dimensions of Organizational Effectiveness |
|
Definition
The demands and expectations of key interest groups are at least minimally satisfied
Best when = Powerful stakeholders can significantly benefit or harm the organization |
|
|
Term
| Resource Acquisition, Four Dimensions of Organizational Effectiveness |
|
Definition
The organization acquires the resources it needs
Best when = Inputs have a traceable effect on results or output. |
|
|
Term
|
Definition
| Any group of individuals who have some stake in the organization--for example, resource providers, users of the organization's products or services, producers of the org.'s output, groups whose cooperation is essential for the org's survival, or those whose lives are significantly affected by the org. |
|
|
Term
|
Definition
| The ability to marshal the human, informational, and material resources to get something done |
|
|
Term
|
Definition
| Managers have _______ if they can obtain compliance by promising or granting rewards |
|
|
Term
|
Definition
| Threats of punishment and actual punishment |
|
|
Term
|
Definition
| Gaining compliance through formal authority |
|
|
Term
|
Definition
| Valued knowledge or information |
|
|
Term
|
Definition
| When one's personal characteristics become the reason for compliance. I.e. Charisma, age, gender, etc. |
|
|
Term
|
Definition
| Recognizing and releasing into the organization the power that people already have in their wealth of useful knowledge, experience, and internal motivation |
|
|
Term
|
Definition
| The process whereby employees play a direct role in (1) setting goals, (2) making decisions, (3) solving problems, (4) making changes in the organization |
|
|
Term
|
Definition
| Involves sharing power with employees by communicating the significance of employee jobs, providing decision-making autonomy, expressing confidence in employee performance capabilities, and removing barriers to performance. |
|
|
Term
|
Definition
| Intentional acts of influence to enhance or protect the self-interest of individuals or groups that are not endorsed by the organization |
|
|
Term
|
Definition
| An informal group bound together by the active pursuit of a single issue |
|
|
Term
|
Definition
| Defined as any attempt to control or manipulate the images related to a person, organization, or ideas |
|
|
Term
| External Forces for Change |
|
Definition
| Demographic Characteristics, Technological Advancements, Customer and Market Changes, Social and Political Pressures |
|
|
Term
|
Definition
| Technology that enables organizations to change the way they deliver products, coordinate virtual workers, encourage employee collaboration, improve communication, and increase productivity |
|
|
Term
|
Definition
| Unfreezing, Changing, Refreezing |
|
|
Term
|
Definition
| The overall process by which a company compares its performance with that of other companies, then learns how the strongest-performing companies achieve their results |
|
|
Term
|
Definition
| The "reason" an organization exists |
|
|
Term
|
Definition
| The long-term goal that describes "what" an organization wants to become |
|
|
Term
|
Definition
| Outlines an organization's long-term direction and the actions necessary to achieve planned results |
|
|
Term
| Target elements of change |
|
Definition
| The components of an organization that may be changed |
|
|
Term
|
Definition
| Consists of planned efforts to help persons work and live together more effectively, over time, in their organizations |
|
|
Term
|
Definition
| Someone who is a catalyst in helping organizations to deal with old problems in new ways |
|
|
Term
|
Definition
| An emotional/behavioral response to real or imagined threats to an established work routine |
|
|
Term
|
Definition
| Represents a composite characteristic reflecting high self-esteem, optimism, and an internal locus of control, was positively associated with recipients' willingness to accommodate or accept a specific organizational change |
|
|
Term
|
Definition
| A mind-set that binds an individual to a course of action deemed necessary for the successful implementation of a change initiative |
|
|
Term
|
Definition
| An organization that proactively creates, acquires, and transfers knowledge and that changes its behavior on the basis of new knowledge and insights |
|
|
Term
|
Definition
| Represents team members' shared, organized understanding and mental representation of knowledge about key elements of the team's relevant environment |
|
|
Term
| Servant-Leadership Characteristics |
|
Definition
1) Listening
2) Empathy
3) Healing
4) Awareness
5) Persuasion
6) Conceptualization
7) Foresight
8) Stewardship
9) Commitment to the growth of people
10) Building Community |
|
|
Term
| Goals and Values Subsystem - Open System Organization |
|
Definition
This subsection includes:
* Culture
* Philosophy
* Overall goals
* Group goals
* Individual goals |
|
|
Term
| Technical Subsystem - Open System Organization |
|
Definition
This subsystem includes:
* Knowledge
* Techniques
* Facilities
* Equipment |
|
|
Term
| Psychological Subsystem - Open System Organization |
|
Definition
This subsystem includes:
* HR
* Attitudes
* Perceptions
* Motivations
* Group dynamics
* Leadership
* Communication
* Interpersonal Relations |
|
|
Term
| Structural Subsystem - Open System Organization |
|
Definition
This subsystem includes:
* Tasks
* Work flow
* Work groups
* Authority
* Information flow
* Procedures
* Rules |
|
|
