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MGMT 310 A Exam 3

Terms in this set (107)

Communication
The transfer and understanding of meaning
Communication Process
The steps between a source and a receiver that result in the transfer and understanding of meaning
Formal Channels
Communication channels established by an organization to transmit messages related to the professional activities of members
Informal Channels
Comminucation channels that are created spontaneously and that emerge as responses to individual choices
Grapevine
An organization's informal communication network
Blog (Web log)
A website where entries are written, and generally displayed in reverse chronological order, about news, events, and personal diary entries
Twitter
A free blogging and networking service where users send and read messages known as tweets, many of which concern OB issues
Information Overload
A condition in which information inflow exceeds an individual's processing capacity
Channel Richness
The amount of information that can be transmitted during a communication episode
Automatic Processing
A relatively superficial consideration of evidence and information making use of heuristics
Controlled Processing
A detailed consideration of evidence and information relying on facts, figures, and logic
Filtering
A sender's manipulation of information so that it will be seen more favorably by the receiver
Communication Apprehension
Undue tension and anxiety about oral communication, written communication, or both
High-Context Cultures
Cultures that rely heavily on nonverbal and subtle situational cues in communication
Low-Context Cultures
Cultures that rely heavily on words to convey meaning in communication
Leadership
The ability to influence a group toward the achievement of a vision or set of goals
Trait Theories of Leadership
Theories that consider personal qualities and characteristics that differentiate leaders from non leaders
Behavioral Theories of Leadership
Theories proposing that specific behaviors differentiate leaders from non leaders
Initiating Structure
The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment
Consideration
The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates' ideas, and regard for their feelings.
Employee-Oriented Leader
A leader who emphasizes interpersonal relations, takes personal interest in the needs of employees, and accepts individual differences among members
Production-Oriented Leader
A leader who emphasizes technical or task aspects of the job
Fiedler Contingency Model
The theory that effective groups depend on a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader
Least Preferred Co-Worker (LPC) Questionnaire
An instrument that purports to measure whether a person is task or relationship oriented
Leader-Member Relations
The degree of confidence, trust, and respect subordinates have in their leader
Task Structure
The degree to which job assignments are procedurized
Position Power
Influence derived from one's formal structural position in the organization; includes power to hire, fire discipline, promote, and give salary increases
Situational Leadership Theory (SLT)
A contingency theory that focuses on followers' readiness
Path-Goal Theory
A theory that states that the leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatiable with the overall objectives of the group or organization
Leader-Participation Model
A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations
Leader-Member Exchange (LMX) Theory
A theory that supports leaders' creation on in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction
Charismatic Leadership Theory
A leadership theory that states that followers make attributions of heoric or extraordinary leadership abilities when they observe certain behaviors
Vision
A long-term strategy for attaining a goal or goals
Vision Statement
A formal articulation of an organization's vision or mission
Transactional Leaders
Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements
Transformational Leaders
Leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers
Authentic Leaders
Leader who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly. Their followers would consider them to be ethical people.
Socialized Charismatic Leadership
A leadership concept that states that leaders convey values that are other centered versus self centered and who role-model ethical conduct
Servant leadership
A leadership style marked by going beyond the leader's own self-interest and instead focusing on opporunties to help followers grow and develop
Trust
A positive expectation that another will not act opportunistically
Mentor
A senior employee who sponsors and supports a less-experienced employee called a protege
Attribution Theory of Leadership
A leadership theory that says leadership is merely an attribution that people make about other individuals
Substitutes
Attributes, such as experience and training, that can replace the need for a leader's support or ability to create structure
Neutralizers
Attributes that make it impossible for leader behavior to make any difference for follower outcomes
Identification-Based Trust
Trust based on mutual understanding of each other's intensions and appreciation of each other's wants and desires
Power
A capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes
Dependence
B's relationship to A when A possesses something that B reqires
Coercive Power
A power base that is dependant on fear of the negative results from failing to comply
Reward Power
Compliance achieved based on the ability to distribute rewards that others view as valuable
Legitimate Power
The power a person reveives as a result of his or her position in the formal hierarchy of an organization
Personal Power
Influence derived from an individual's characteristics
Expert Power
Influence based on special skills or knowledge
Referent Power
Influence based on identification with a person who has desirable resources or personal traits
What creates dependence?
Importance
Scarcity
Nonsubstitutability
Power Tactics
Ways in which individuals translate power bases into specific actions
Political Skill
The ability to influence others in such a way as to enhance one's objectives
Sexual Harassment
Any unwanted activity of a sexual nature that affects an individual's employment and creates a hostile work environment
Political Behavior
Activities that are not required as part of a person's formal role in the organization but that influence, or attempt to influence the distribution or advantages and disadvantages within the organization
Defensive Behaviors
Reactive and protective behaviors to avoid action, blame or change
Impression Management (IM)
The process by which individuals attempt to control the impression others form of them
Conflict
A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about
Traditional view of Conflict
The belief that all conflict is harmful and must be avoided
Interactionist view of Conflict
The belief that conflict is not only a positive force in a group but also an absolute necessity for a group to perform effectively
Functional Conflict
Conflict that supports the goals of the group and improves its performance
Dysfunctional Conflict
Conflict that hinders group performance
Task Conflict
Conflict over content and goals of the work
Relationship Conflict
Conflict based on interpersonal relationships
Process conflict
Conflict over how work gets done
Conflict Process
A process that has five stages: Potential Opposition or incompatibility, cognition and personalization, intentions, behavior and outcomes
Perceived Conflict
Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise
Felt Conflict
Emotional involvement in a conflict that creates anxiety, tenseness, frustration, or hostility
Intentions
Decisions to act in a given way
Competing
A desire to satisfy one's interests, regardless of the impact on the other party to the conflict
Collaborating
A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties
Avoiding
The desire to withdraw from or suppress a conflict
Accommodating
The willingness of one party in a conflict to place the opponent's interests about his or her own
Compromising
A situation in which each party to a conflict is willing to give up something
Conflict management
The use of resolution and stimulation techniques to achieve the desired level of conflict
Negotiation
A process in which two or more parties exchange goods or services and attempt to agree ont he exchange rate for them
Distributive Bargaining
Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation
Fixed Pie
The belief that there is only a set amount of goods or services to be divided up between the parties
Integrative Bargaining
Negotiation that seeks one or more settlements that can create a win-win solution
BATNA
The Best Alternative To a Negotiated Agreement. The least the individual should accept
Mediator
A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives
Arbitrator
A third party to a negotiation who has the authority to dictate an agreement
Conciliator
A trusted third party who provides an informal communication link between the negotiator and the opponent
Organizational Structure
The way in which job tasks are formally divided, grouped, and coordinated
Work Specialization
The degree to which tasks in an organization are subdivided into seperate jobs
Departmentalization
The basis by which jobs in an organization are grouped together
Chain of Command
The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom
Authority
The rights inherent in a managerial position to give orders and to expect the orders to be obeyed
Unity of Command
The idea that a subordinate should have only one superior to who he or she is directly responsible
Span of Control
The number of subordinates a manager can efficiently and effectively direct
Centralization
The degree to which decision making is concentrated at a single point in the organization
Formalization
The degree to which jobs within an organization are standardized
Simple Structure
An organization structure characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization.
Bureaucracy
An organization structure with highly routine operating tasks achieved through specialization, very formalized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control, and decision making that follows the chain of command
Matrix Structure
An organization structure that creates dual lines of authority and combines functional and product departmentalization
Virtual Organization
A small, core organization that outsources major business functions
Boundaryless organization
an organization that seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams
Mechanistic Model
A structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization
Organic Model
A structure that is flat, uses cross-hierachical and cross-functional teams, has low formalization, possesses a comprehensive information network, and relies on participative decision making
Innovation Strategy
(organic) A strategy that emphasizes the introduction of major new products and services

loose structure; low specialization; low formulation; decentralized
Cost-minimization strategy
(mechanistic) A strategy that emphasizes right cost controls, avoidance of unnecessary innovation or marketing expenses, and price cutting

tight control; extensive work specialization. high formulation; high centralization
Imitation Strategy
(mechanistic & organic) A strategy that seeks to move into new products or new markets only after their viability has already been proven

mix of loose and tight properties; tight controls over current activities and looser controls for new undertakings
Technology
The way in which an organization transfers its inputs into outputs
Environment
Institutions or forces outside an organization that potentially affect the organization's performance
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