MCT2-Final

Power Priming Process of making yourself feel more powerful, allows you to feel less stressed, behave more confident, persuasive.

strategic contingencies theory The most powerful individuals/departments who best able to deal effectively with issues most critical to organiz survival/performance.

Influence Process of affecting someone else’s attitudes, beliefs, behaviours, without using coercion

Organization Politics informal, unofficial, behind-the-scenes attempts by individuals/ groups to promote ideas, influence, obtain/increase power to achieve objectives.

need for power the desire to make an impact on others, change people or events, and make a difference in life.

locus of control Individual’s generalized belief about internal versus external control

risk-seeking propensity an individual’s willingness to choose options that involve risk.

French and Raven Power Bases Theory To identify available bases of power: reward, coercive, referent, legitimate, and expert

New Power Theory Recognize dispersed, open, peer-based and participative nature of power, using collaborative technology tools

Machiavellianism A personality trait or style of behaviour towards others

Machiavellianism characterized by (1) The use of guile and deceit in interpersonal relations

Machiavellianism characterized by (2) a cynical view of the nature of other people

Machiavellianism characterized by (3) a lack of concern with conventional morality

Leadership Process of influencing activities of an organized group in its efforts toward goal setting and goal achievement.

Diversity including, valuing differences, with respect to age, disability, educat background, ethnicity, gender, religion.

Great Man Theory Argues that the fate of societies and organizations is in the hands of powerful, idiosyncratic (male) individuals.

Ohio State Leadership Theory Importance of two leadership-behav: consideration (relationships oriented), and initiating structure (task-centred);

Consideration Pattern of leadership behaviour that demonstrates sensitivity to relationships and to the social needs of employees.

Initiating Structure Pattern of leadership behaviour, emphasizes performance of work in hand and achievement of product/service goals.

Contingency Theory of Leadership To understand how leaders have to adapt their styles to the properties of the context in which they are working

Structured Task Task with clear goals, few correct/satisfactory solutions/outcomes, few ways of performing it, clear criteria of success.

Unstructured Task Task with ambiguous goals, good solutions, many ways of achieving acceptable outcomes, vague criteria of success.

Situational Leadership To determine the leadership style most appropriate for a given context: tell, sell, participate, or delegate

New Leader Inspirational visionary, concerned with building shared sense of purpose/mission, culture everyone is aligned organization goals

Superleader Able to develop leadership cap in others, empowering, reducing dependence on formal leaders, stimul motivation, commit creativ.

Transactional Leader Treats relationships with followers as exchange, giving what they want for their desires, prescribed tasks to pursue established goals.

Transformational Leader Treats relationships with followers with motivation/ commitment, influencing/ inspiring, improve organizational performance.

Distributed Leadership The leadership behaviours, often informal and spontaneous, of individuals/groups at all organizational levels

Transformational Leadership To motivate and inspire followers to give more than just compliance to improve organizational performance

Ecological Framework Team Effectiveness Understand three main variables affecting team performance/viability so as to be able to deal with team problems

Employee-based-Decision-Making Become familiar with the commonly delegated decisions assigned to teams to facilitate team empowerment initiatives

Team Types Classification To distinguish between the four main types of teams for recruitment and development purposes

Teamwork engagement Shared belief in motivational potential of teamwork envir, seen as vigour, dedication, absorption, enables work-related wellbeing.

Team Viability Measure of how well a team meets the needs and expectations of its members.

Team Performance Measure of how well a team achieves its task, and the needs of management, customers or shareholders.

External Work Team Integration The degree to which a work team is linked with the larger organization of which it is a part.

Internal Work Team Differentiation Degree that a team’s members possess different skills/knowledge that contributes towards achievement of team’s objective.

External work team differentiation Degree that work team stands out from its organizational context in its participants, territory and temporal scope.

Team autonomy Extent a team experiences freedom, independence, discretion in decisions relating to performance of its tasks.

Self-managing team Group of individuals with diverse skills/knowledge, collective autonomy/responsibility to plan, manage, execute tasks

Japanese Teamworking Scientific manage- princip min-manning, multitasking, predefined operations, rep-work, line supervisors, managerial hierarchy.

Empowerment Organizational arrangements, gives employees more autonomy, discretion, decision-making responsibility.

High Performance Work System A form of organization that operates at levels of excellence far beyond those of comparable systems.

Production Team Individuals who share production goals, perform specific roles supported by a set of incentives/sanctions.

Cross-functional team Employees from different functional departments who meet as a team to complete a particular task.

Project Team Collection of employees from different areas in organization brought together to accomplish task in finite time.

Action Team Execute brief performances repeated under new conditions. Members technically specialized, coord contrib together

Just-in-time System Managing inventory where items are delivered when needed in the production process instead of stored.

Total Quality Management Philosophy of management driven by customer needs/expectations which is committed to continuous improvement.

Quality Circle Shop floor employees from same department meet for few hours each week to discuss ways of improving work environment.

Advice Team Team created by management to provide the latter with information for its own decision-making.

Group Two/more people, in face-to-face interaction, aware of membership and interdependence, strive to achieve common goals.

Team Collection of individuals exist to achieve a shared goal, interdependendant, membership bound, operate within a system.

Social Inhibition The effect of the presence of other people reducing an individual’s performance.

Work group rituals Formal, sequenced, repeated utterances/actions, transmitted traditionally, performed regularly by/for benefit of members.

Conversion A minority's influence over a majority

Compliance A majority’s influence over a minority.

Deindividuation also Increased anonymity, loosens normal constraints on individ behavior, reduces responsibility, increases impulsive/antisocial acts.

Deindividuation Appreciate possible harmful dynamics operating in groups, can negatively affect employee behaviour to the detriment of company

Work Group Inclusion An employee’s perception of themselves to be an esteemed member of their group.

Hazing Unofficial socialization practice of initiating newcomers to teams by engaging in degrading behaviours towards them.

Group Cohesion The number and strength of mutual positive attitudes between individual group members.

Obedience A situation in which an individual changes their behaviour in response to direct command from another.

Conformity A change in an individual’s belief or behaviour in response to real or imagined group pressure.

Ostracism Isolating individuals from the group.Individual/group failing to take actions that engages organization member when customary/ appropriate

Organizational Socialization Process where employee’s pattern of behaviour, values, attitudes, motives is influenced to conform to the organization.

Group Socialization Process where members learn values, symbols and expected behaviours of the group to which they belong.

Group Sanction Punishment or a reward given by members to others in the group in the process of enforcing group norms.

Peripheral Norm socially defined standards relating to behaviour/beliefs important but not crucial to a group’s objective and survival.

Pivotal Norm socially defined standards relating to behaviour and beliefs that are central to a group’s objective and survival.

Group Norm Formation Understand how norms emerge within a group, how they affect individual behaviour/ team performance to modify if required

Group Norm Expected mode of behaviour or belief that is established either formally or informally by a group.

Free rider Member who obtains benefits from team membership without bearing a proportional share of the costs for generating that benefit.

Social Loafing Tendency for individuals to exert less effort when working as part of a group than when working alone.

Social Compensation Group cohesion/evaluation absent, person cares about quality of group output, expend great effort compensating others low perform

Synergy Positive/negative result of interaction of two/more components, producing outcomes different from sum of individual components

Social Facilitation Effect of the presence of other people enhancing an individual’s performance. social inhibition

Social Influence Process whereby attitudes and behaviours are altered by the real or implied presence of others.

Shared Frame of Reference Assumptions by common group members, shape thinking, decisions, actions, constantly defined/reinforced by interactions.

Social Representation Beliefs, ideas, values, objects, people, events constructed by current group members, and transmitted to new members.

Self-esteem That part of the self which is concerned with how we evaluate ourselves

Self Categorization Perceiving ourselves as sharing same social identity as other category, behaving consistent withthat category stereotype.

Social Categorization Classifying people we meet, on basis of how similar or different they are, from the way that we see ourselves.

Social Identity Part of self-concept which comes from our membership of groups and which contributes to our self-esteem.

Social Identity is to Understand how the concept affects individual behaviour and team performance in order to effect outcomes

Self-concept the set of perceptions that we have about ourselves.

Networked individualism individuals not embedded as group members, moving between co-workers, using ties to get job done, rely on media to connect .

Maintenance activity an oral input, made by a group member that reduces conflict, maximizes cohesion and maintains relationships within a group.

Task Activity an oral input, made by a group member that contributes directly to the group’s work task.

Interaction process analysis A technique used to categorize the content of speech.

Communication pattern chart indicates the source, direction and quantity of oral and written communication between the dispersed members of a group.

Communication pattern analysis Using documents, data, voicemail to determine source, direction, quantity of oral/written communication dispersed members.

Communigram a chart that indicates the source, direction and quantity of oral communication between members during a group meeting.

Communication network analysis Technique of direct observation to determine source, direction and quantity of oral communication between co-located members.

Sociogram diagram showing the liking (social attraction) relationships between individual members of a group.

Sociometry the measurement of interpersonal feelings and relationships within groups.

Social Status the relative ranking that a person holds and the value of that person as measured by a group. group hierarchy

Formal Status Collection of rights/obligations associated with a position, as distinct from the person who may occupy that position.

Expert Power Ability to exert influence based on other’s belief that the influencer has superior knowledge relevant to the situation and the task.

Legitimate Power Ability to exert influence based on other’s belief, influencer has authority to issue orders which in turn have an obligation to accept.

Referent Power Ability to exert influence based on other’s belief, influencer has desirable abilities & personality traits that can/should be copied.

Coercive Power Ability to exert influence based on other’s belief that the influencer can administer unwelcome penalties or sanctions.

Reward Power Ability to exert influence based on other’s belief, influencer has access to valued rewards to be dispensed in-return of compliance.

Power Capacity of individuals to overcome resistance, exert their will, produce results consistent with their interests and objectives.

Distributed Leadership Exercise leadership behaviors, informally/spontaneously, staff all levels, collective responsibility/turns depends circumstances.

Laissez-faire Leadership Leaders give followers resources to achieve their goals

Democratic Leadership Shares decision-making with group members, promoting their interests by practicing social equality.

Authoritarian leadership establishes Distanced, profession relationship, believe in maintaining control, focus on efficiency

Authoritarian Leadership Leader stresses distinction between themselves and their followers.

Three distinct leadership styles Authoritarian, Democratic, Lassiez-faire

Team role An individuals tendency to behave in in preferred ways which contribute to, interrelate with, other memebers in a team

Social Role The set of expectations that others hold of an occupant of a position

Group process includes Direction, quantity, & content of communication, decision-making & problem-solving style

Group Process The patterns of intersection between the members of a group

Group Structure Te relatively stable pattern of relationships among different group members

Hybrid teams Some members work in the office while others work remotely, often from home

Virtual team Members who never meet but rely on technology-mediated communication to accomplish interdependent tasks

Person-group Fit The interpersonal compatibility between individuals and the members of their immediate groups.

Time Orientation The time outlook on work and life – short term v long term.

Goal Orientation The motivation to achieve goals – aggressive masculinity v passive femininity.

Uncertainty Orientation The emotional response to uncertainty and change – acceptance v avoidance.

Power Orientation The appropriateness of power / authority within organizations – respect v tolerance.

Social Orientation Relative importance of interests of individual vs interest of group(individualism v collectivism).

The four dimensions of cultural intelligence Metacognitive, Cognitive, Motivational, Behavioural.

Cultural Intelligence An individual’s capability to function and manage effectively in culturally diverse settings.

Culture is based on Physical proximity, Frequent interactions, Random interactions, Learnings, Similarity

External Adaption Process where employees adjust to changing environmental circumstances to attain organizational goals.

Internal Integration Process where employees adjust to each other, work together, perceive themselves as collective entity.

Weak Culture Little agreement among employees about organization’s values, norms, way things are supposed to be, what is expected.

Strong Culture is defined as one that possess Intensity and Sharedness

Strong Culture An organization’s core values, norms are widely shared among employees, intensely held by them, guide their behavior.

Value sets are labeled by Clan, Hierarchy, Adhocracy and Market Culture

Value sets The four competing sub-cultures that make up an organization's culture

Fragmentation (or conflict) Perspective on Culture Consisting of an incompletely shared set of elements, loosely structured, constantly changing, generally in conflict.

Differentiation Perspective on Culture Organization consisting of subcultures, each with own characteristics which differs from its neighbors.

Integration (or unity) Perspective on Culture Regards culture as monolithic, characterized by consistency, organization-wide consensus and clarity.

Social Science Culture is, Differentiation/ fragmentation, Culture tolerated, management control

Managerial culture has, integration, culture managed, symbolic leadership

Organizational culture takes place between two camps managerial and social science

Role Modeling Socialization where individuals learn by example, copying behavior of established organizational members.

Role Management Stage of Socialization Fine-tuning newcomers learning, adding those responsibilities expected from fully-fledged organizational members.

Accommodation Stage of Socialization Period where newcomers learn company norms, values, behaviors, expectations, and adjust themselves.

Anticipatory Stage of Socialization The expectations that a newcomer has about the job or organization before starting work

Seven Steps in the process of organizational socialization Select, humiliate, train, evaluate, adherence, reinforce, role model

Organizational Socialization Process where employee’s pattern behavior, values, attitudes, motives is influenced to conform to organization.

Basic Assumptions relate to Quality, stability, morality, economy, excellence, profitability, predictability, responsibility, innovativeness

Basic Assumptions Invincible, pre-conscious, unspoken understanding of human behavior, nature of reality and org rela to environ

Organizational Values The accumulated beliefs held about how work should be done and situations dealt with, that guide employee behavior.

Surface Manifestations of Organizational Culture include Artifacts, ceremonials, courses, heroes, jokes, language, legends, mottos, norms, physical layout, rites, sagas, slogans, stories, symbols

Surface Manifestations (Observable culture) of Organizational Culture Culture’s most accessible forms which are visible and audible behavior patterns and objects

What distinguishes the three levels of organizational culture Visibility and accessibility by individuals

Basic Assumptions What employees take for granted

Values What you are told

Surface manifestation What you see, hear and feel

Schein's Three levels of organizational culture Surface manifestation, Values, Basic Assumptions

Competing Values Framework To distinguish the component sub-cultures of organizations so as to be able to deal with intra-company conflicts

National Culture Dimensions To identify the dominant characteristics of different national cultures so as to be able to interact appropriately with their citizens

Socialization Stages To differentiate between the stages of socialization in order to intervene appropriately when human resource problems occur

Key attributes of organizational culture Shared, Pervasive, Enduring and Implicit

Organizational Culture Levels To distinguish between levels and elements of culture so as to be able to understand and drive culture change

Organizational Culture Shared values, beliefs and norms which influence way employees think, feel act towards others inside/outside organization

Leaders vs Managers Inspire, motivate, drive change vs budget, hire, supervise, maintaining order

Decision-Making The process of making choices from a number of alternatives.

Classical Decision Theory Objective, have complete information, consider all alternatives/consequences before selecting optimal solutions

Rational Model of Decision-Making Rational process consisting of a sequence of steps that enhance the probability of attaining a desired outcome.

Rationality Scientific reasoning, empiricism, positivism, decision criteria that include evidence, logical argument, reasoning.

Rational Decisions Decisions that are made using evidence, logical argument and reasoning.

Descriptive Model of Decision-Making A model which seek to portray how decisions are actually made.

Behavioral Theory of Decision-Making Recognizes that bounded rationality limits the making of optimal decisions.

Bounded Rationality individuals make decisions by constructing simplified models extracting essential features without all complexity.

Satisfying Decision-making where the first solution is judged to be good and selected, the search is then ended.

Maximizing Decision-making where all alternatives are compared/evaluated to find the best solution to a problem.

Perspective Model of Decision-Making Approach that recommends how individuals should make decisions to achieve a desired outcome.

Explanatory Model of Decision-Making An approach that accounts for how individuals, groups and organizations made a decision.

Heuristic Simple and approximate rule, guiding procedure, shortcut or strategy that is used to solve problems.

Bias Prejudice, predisposition or systematic distortion caused by the application of a heuristic.

Certainty Full knowledge of alternatives, high probability of availability, calculate costs, benefits, high predictability of outcomes.

Risk High knowledge of alternatives, know probability availability, can calc cost, know benef, med predictability outcomes.

Uncertainty Little knowledge of alternatives, low probability availability, have no predictability of outcomes.

Routine Decisions Decisions made according to established procedures and rules.

Adaptive Decision Require human judgement based on clarified criteria and are made using quantitative decision tools.

Innovative Decisions Decisions which address novel problems and lack pre-specific courses of action.

Group Polarization Taking a moderate stance on an issue related common value, after discussed, take more extreme decisions.

Risky Shift Phenomenon Tendency group to make decisions riskier than those which individual members would recommend.

Caution Shift Phenomenon Tendency of group to make decisions more cautiously than those individual members would recommend

Groupthink Members striving for unanimity, override their motivation to appraise realistically the alternative action.

Brainstorming All group members encouraged to propose ideas, without critiquing or censoring others' ideas.

Nominal Group Technique Group members first working separately, then joining in order to generate ideas or make decisions.

Escalation of commitment Increased commitment to previously made decision despite negative information suggesting otherwise.

Decision-based Evidence Making Marshalling facts and analysis to support decision already been made elsewhere in the organization.

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