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Definition
| A common perception helpd by the organization's members; a system of shared meaning |
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| The primary or dominant values that are accepted throughout the organization |
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| A culture in which the core values are intensely held and widely shared. |
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| Expresses the core values that are shared by a majority of the organization's members |
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| Minicultures within an organization, typically defined by department designations and geographical separation. |
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Concern with how well the candidates will fit into the organization
Provides information to candidates about the organization. |
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Definition
| Senior executives help establish behavioral norms that are adopted by the organization |
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| The Process that helps new employees adapt to the organization's culture. |
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stories
rituals
material symbols
language |
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Definition
| How employees learn culture |
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Barrier to change
barrier to diversity
barrier to acquisitions and mergers |
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Definition
| What is a downside to culture? |
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| influences a group of individuals to achieve a goal. |
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Definition
| A Leader is someone who..... |
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Definition
Inspire and Motivate
Manage People
Are Decisive
Create A Vision |
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Definition
Are Accountable
Execute
Manage Resources
Plan, organize, direct, and control. |
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Definition
| Attempt to identify relatively stable, enduring dispositional attributes that leaders possess. |
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Definition
Can teach someone two traits and they can learn to become a leader. these two traite are....
High/Low consideration behavior
High/Low initiating structure behavior |
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Definition
High consideration/Low Initiating Structure
High Consideration/High Initiation Structure
Low Consideration/High Initiating Structure
Low Consideration/Low Initiating Structure |
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Term
High Consideration
Low Initiating Structure |
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Definition
| Seeks to input from others before taking action; gets consensus. |
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Term
High consideration
Low Initiating Structure |
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Definition
| Emphasizes reaching the goal while welcoming suggestions and encouraging consensus. |
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Low Consideration
Low Initiating Structure |
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Definition
| Passive, noncommittal, low impact on followers |
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Low consideration
High initiating structure |
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Definition
| Takes charge, structure employees tasks. |
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Term
| Fielder's Contingency Theory |
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Definition
Situation depends on three variables
1. leader-member relations
2. task structure
3. position power
*Premise
*Assumption |
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Term
| Premise (Fielder's Contingency Theory) |
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Definition
| There must be a match between the leader's style and the demands of the situation for the leader to be effective. |
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| Assumption (Fielder's contingency Theory) |
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Definition
| Leadership style does not change. if a mismatch occures between style and the situaton, change the situation. |
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Definition
| Movement of the head, arms, hands, legs, feet, postural shifts, some gestures, eye movement, and facial expression. |
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Definition
| Conent free vocalizations and patterns associated with speech - pitch, volume, frequency, stuttering, filled pauses e.g., "ah", silent pauses, interruptions, speech rate, number of words spoken. |
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Definition
| Interpersonal and psychological space management - creation of space when uncomfortable (e.g., delivering bad news). |
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Expressed Emotion: The case of bill collectors
Three Primary Variables... |
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Definition
-the emotios of the debtors
-the natural reactions of the collectors to the debtors
-the organizations prescriptive response to the debtor types. |
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