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162 Cards in this Set

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information dependence
reliance on others for information about how to think, feel, and act.
Social information processing theory
Information from others is used to interpret events and develop expectations about appropriate and acceptable attitudes and behaviours.
Effect dependence
reliance on others due to their capacity to provide punishment and reward.
Compliance
Conformity to a social norm prompted by the desire to acquire rewards or avoid punishment.
Identification
Conformity to a social norm prompted by perceptions that those who promote the norm are attractive or similar to ones self.
Internalization
Conformity to a social norm prompted by true acceptance of the beliefs, values, and attitudes that underlie the norm.
Socialization
The process by which people learn the attitudes, knowledge, and behaviours that are necessary to function in a group or organization.
culture
the shared beliefs, values, and assumptions that exist in an organization.
Subculture
Smaller cultures that develop within a larger organization culture based on differences in training, occupation, or department goals.
Climate
Members shared perceptions of the contingencies between behaviours that occur in the work environment and their consequences (good or bad). If you do this, this is what is going to happen. (X → Y)
Realistic Job Preview (RJP)
The provision of a balanced, realistic picture of the positive and negative aspects of a job to applicants.
Psychological contract
Beliefs held by employees regarding the reciprocal obligations and promises between them and their organization.
How do you develop commitment in a new recruit?
Visibility and irreversibility. When there is a new employee the boss will introduce him/her to everyone.
What are some Distal outcomes?
Job satisfaction, Commitment, OCB, performance, decrease in stress and turnover.
What are some Proximal Outcome?
Better social integration, task mastery, Role conflict will be resolved earlier, Decrease in role ambiguity, and PO and PJ fit.
What is the strategic importance of Socialization?
sets the tone for employment, Clarifies expectations/ How things are done, reduces anxiety for new employees, and Affects employees attitudes and behaviours.
Orientation
Program that informs new employees about their job and organization. Short term, and often very formal.
What are you informed on during an orientation?
Company history, policies & procedures, Rules and regulations, Prescription drug plans (benefits), Services/discounts, Educate on the organization's products and services, given an organization chart, and training expectations are clarified.
Socialization
Never ends. Long term process, often informal. Process of employees adpating to organization.
What are the three stages of socialization?
Anticipatory, Encounter, and Role management.
Anticipatory
employees begin with certain expectations about organization and job.
Encounter
employee is now in the job.
Role management
Make modifications to behaviours, attitudes, and values.
Socialization Tactics
Collective vs. individual, Formal vs. Informal, sequential vs. Random, fixed vs. Variable, Serial vs. disjunctive, and investiture vs. divestiture.
Proactive Socialization
The type of socialization that occurs when the employee plays an active role in his or her own socialization.
How can you diagnose a culture?
Symbols, rituals, and Stories.
Mentor
An experienced or more senior person in the organization who gives a junior person guidance and special attention, such as giving advice and creating opportunities to assist him or her during the early stages of his or her career.
What are the career functions of mentoring?
Visibility and exposure, sponsorship, development assignments, and coaching/feedback.
Psychosocial functions of mentoring?
provide acceptance and confirmation, role modeling, and counselling.
Strong culture
An organization culture with intense and pervasive beliefs, values, and assumptions.
How do strong cultures socialize people?
Careful in the selection and recruitment of people, hazing, training in the trenches, rewards and promotions, constant exposure to values and culture, folklore, and role models.
What are some leadership traits?
Intelligence, Energy and drive, self-confidence, dominance, motivation to lead, emotional stability, honesty and integrity, need for achievement, and sociability.
Initiating Structure
The degree to which a leader concentrates on group goal attainment. (Task oriented)
Consideration
The extent to which a leader is approachable and shows personal concern and respect for employees. (socio-emotional)
Contingency theory
Fred Fielder’s theory that states the association between leadership orientation and group effectiveness is contingent on how favourable the situation is for exerting influence.
Path goal theory
Robert House’s theory concerned with the situations under which various leader behaviours (directive, supportive, participative, achievement oriented) are most effective.
glass ceiling
An invisible barrier that prevents women from advancing to senior leadership positions in organizations.
Leadership
the influence that particular individuals exert on the goal achievement of others in an organizational context.
Strategic leadership
Leadership that involves the ability to anticipate, envision, maintain flexibility, think strategically, and work with other to initiate changes that will create a viable future for the organization.
LPC (least preferred coworker)
A current or past co-worker with whom a leader has had a difficult time accomplishing a task. High LPC = relationship oriented, Low LPC = task oriented.
Vroom and Jago’s model of participative leadership
Specifies when leaders should use participation and to what extent they should use it. Model suggest various degrees of participation that a leader can exhibit.
Participative leadership
Involving employees in making work related decisions.
Leader-member exchange theory
A theory of leadership that focuses on the quality of the relationship that develops between a leader and an employee.
Transactional leadership
Leadership that is based on a straightforward exchange relationship between the leader and the followers.
Transformational leadership
Leadership that provides followers with a new vision that instills true commitment.
Management by exception
Leadership that involves the leader taking corrective action on the basis of the results of leader-follower transactions.
Global leadership
A set of leadership capabilities required to function effectively in different cultures and the ability to cross language, social, economic, and political borders.
What are the four characteristics of a global leader?
unbridled inquisitiveness (openness to experience), personal character (highly ethical authority), duality (balance global and local), and savvy.
Developmental leader (partnering)
A style of leadership that involves working with organizational members as partners and using persuasion and negotiation rather than formal power and authority to achieve high levels of commitment rather than compliance.
Empowering leadership
implementing conditions that enable power to be shared with employees. Ability to hand over decision making power.
Ethical leadership
The demonstration of normatively appropriate conduct through personal actions and interpersonal relationships.
Authentic leadership
A positive form of leadership that involves being true to one’s self.
Servant leadership
A form of leadership that involves going beyond one’s own self interests and having a genuine concern to serve others and a motivation to lead.
Interpersonal conflict
The process that occurs when one person, group, or organizational subunit frustrates the goal attainment of another.
Power
The capacity to influence others who are in a state of dependence.
Legitimate Power
Power derived from a person’s position or job in an organization.
Reward Power
Power derived from the ability to provide positive outcomes and prevent negative outcomes.
Coercive Power
Power derived from that use of punishment and threat.
Referent Power
Power derived from being well liked by others.
Expert Power
Power derived from having special information or expertise that is valued by an organization.
Empowerment
Giving people the authority, opportunity, and motivation to take initiative to solve organizational problems.
Influence Tactics
Tactics that are used to convert power into actual influence over others.
What are the influence tactics?
Assertiveness (Ordering, nagging), Ingratiation (Using flattery and acting friendly), Rationality (Using logic), Exchange (doing favours or offering to trade favours), Upward appeal (Making formal or informal appeals to organizational superiors for intervention), and Coalition Information (seeking united support).
Subunit Power
The degree of power held by various organizational subunits, such as departments.
Strategic contingencies
critical factors affecting organizational effectiveness that are controlled by a key subunit.
What are the four ways subunits can gain power?
Scarcity, uncertainty, centrality, and substitutability.
Scarcity
Subunits are able to obtain power when they secure key scarce resources.
Organizational Politics
The pursuit of self-interest in an organization, whether or not this self-interest corresponds with organizational goals.
Political Skill
the ability to understand others at work and to use that knowledge to influence others to act in ways that enhance one’s personal or organizational objectives.
What are the four facets of political skill?
Social astuteness (the ability to “read” people), Interpersonal influence (put others at ease, by using persuasive stuff), apparent sincerity (comes across as genuine and exhibits high integrity), Networking ability.
Machiavellianism
A set of cynical beliefs about human nature, morality, and the permissibility of using various tactics to achieve one’s ends.
defensive politics behaviours
Stalling, Overconforming (strictly sticking to your job description), Buck passing (have someone else take action).
Ethics
Systematic thinking about the moral consequences of decisions.
Ethics vs. Morals
Ethics is driven by external bodies (Family, Preschool, church), it’s an acceptable set of standards/behaviours. While morals is how you choose to behave (internal code), it's taught to you at an early age and is embedded in you and personal.
Causes of Unethical behaviour
Gain (chance at fame, fortune), Role conflict (what, how, who), Competition for scarce resources, Personality, Organization industry and culture (some organizations have more standards, others are loosey goosey).
Affiliative managers
more concerned with being liked than with exercising power. (negative nPow)
Personal power managers
Use their power for personal gain. (Negative nPow)
Institutional Managers
Use their power for the betterment of the institution rather than for themselves. They refrain from coercive leadership and do not play favourites. (Positive nPow)
Whistle-blowing
Disclosure of illegitimate practices by a current or former organizational member to some person or organization that may be able to take action to correct these practices.
Exchange theory
Having power because you have something that someone wants, and you exchange it to get other people to do something.
Relationship conflict
Interpersonal tensions among individuals that have to do with their relationship per se, not the task at hand.
Task conflict
Disagreements about the nature of the work to be done.
Process conflict
Disagreements about how the work should be organized and accomplished.
Conflict
A process that occurs when one person, group, or organizational subunit frustrates the goal attainment of another.
Traditional view of Conflict
They say that conflict is negative, dysfunctional, and detrimental. It distracts managers, and those managers are motivated to eliminate or suppress conflict. They also think it will cause the company losses.
Contemporary view of Conflict
Benefits of conflict are recognized. Realization that the suppression of conflict can lead to further negative consequences. Conflict is seen as inevitable rather than avoidable.
Causes of Organizational Conflict
Group identification and intergroup bias, Interdependence (Reciprocal: everyone is dependent on each other, Sequential: you can't do your job until Bob does his job.), Difference in status power and culture, ambiguity(confusion over the task), and scarce resources (competition over resources).
Conflict Dynamics
Changes within group: Loyalty to the group becomes more important, Increased concern for task accomplishment, Autocratic leadership, group structure more rigid, group cohesiveness increases.
Changes in relations between groups: information is concealed, interaction is discouraged and decreased, win-lose orientation rather than problem solving, increased beef toward rival group.
What are the 5 modes of Managing conflict?
Competition, collaboration, comprising, avoiding, accommodating.
5 other ways of managing conflict
Too much and too little is bad and some is OK, Emphasize common goals, reduce differentiation, improve communication and understanding, clarify rules and procedures (make them concrete).
negotiation
Decision making process among interdependent parties who do not share identical preferences.
Distributive negotiation
Win-lose negotiation in which a fixed amount of assets is divided between parties. (comprimising)
What are organizational stressors?
Work overload (overtime, extra work), Role conflict (conflict with your role and another’s role), Role ambiguity (confusion, lack of understanding), psychological environmental stressors (job insecurity, organizational injustice), and physical environment stressors (toxic environment, unsafe).
Work/Non-work stressors
Time conflict ( time at work is affecting time with family at home), and Strain conflict (anxiety and stress from home spills into the work life, can be vice versa).
Stressors
Environmental events or conditions that have the potential to induce stress.
Stress
A psychological reaction to the demands inherent in a stressor that has the potential to make a person feel tense or anxious.
Stress reactions
The behavioural, psychological, and physiological consequences of stress.
Burnout
A syndrome of emotional exhaustion, cynicism, and reduced self efficacy.
what are the three symptoms of burnout?
Emotional exhaustion (lack of energy, compassion fatigue → unable to empathize), Cynicism/depersonalize (indifferent attitude towards work, treats individuals as objects, strict adherence to rules and regulations), and reduced professional accomplishment (lower self-efficacy, no point)
Progression to Burn out
Change-->Resistance-->balance/Imbalance-->Burnout
Flight, fight, or freeze
Flight=run, Fight= as it says, Freeze= do nothing , cant make a decision.
Ways of reducing or coping with stress
Job redesign (reduce stressors in new design), social support (family, friends, mentors), human resource policies (formalized social support), stress management programs (company or external seminars), work-life balance (EAP, EFAP), Change TBE (thinking, behaviour, environment/situation).
Negative affectivity
Propensity to view the world including oneself and other people in a negative light.
Organizational Structure
The manner in which an organization divides its labour into specific tasks and achieves coordination among these tasks.
Differentiation
The tendency for managers in separate units, functions, or departments to differ in terms of goals, time spans, and interpersonal styles.
Why do we divide labour in an organization?
We divide labour because everyone cannot do everything.
Vertical Labour division
Assigning authority for planning and decision making. Domain of authority is decreased as the number of levels in the hierarchy increases. With more levels communication and coordination is harder to achieve. (Chain of command)
Horizontal division of labour
Groups the basic tasks that must be performed into jobs and then into departments so that an organization can achieve its goals. As an organization grows and hires more and more people, horizontal division increases.
Functional departmentation
Employees with closely related skills and responsibilities are assigned to the same department.
Product departmentation
Departments are formed on the basis of a particular product, product line, or service.
Matrix departmentation
Employees remain members of a function department while also reporting to a project or product manager.
Geographic departmentation
Relatively self contained units deliver an organization’s products or services in a specific geographic territory.
Customer departmentation
Relatively self contained units deliver an organization’s products or services to specific customer groups.
Hybrid departmentation
A structure based one some mixture of functional, product, geographic, or customer departmentation.
Coordination
A process of facilitating timing, communication, and feedback among work tasks.
What are the ways of coordinating labour?
Direct supervision, standardization of work processes, Standardization of outputs, standardization of skills, mutual adjustment, liaison roles, task forces, integrators.
Direct supervision
The oldest and most traditional form or coordination, that involves designated managers that are assigned to coordinate the labour force.
Standardization of work processes
The tasks are routine so direct supervision is not required (Ex. car assembly line). Also there could be many rules and regulations that make the task routine (Ex. McDonald’s burger assembly)
Standardization of outputs
Coordination is created through specific physical and/or economic standards. (Ex. budgets)
Standardization of skills
If all the employees are professionally trained in the exact same why they are unlikely to need an extra coordination source when completing tasks they are trained for.
Mutual adjustment
Relies on informal communication to coordinate tasks. (under the waterline)
Liaison roles
A person in one department is assigned to achieve coordination with another department. (Ex. university librarian)
Task forces
Temporary groups that are formed to solve coordination problems across departments.
Integrators
Organization members permanently assigned to facilitate coordination between departments. (Ex. Product Manager)
Integration
The process of attaining coordination across differentiated departments.
Span of control
The number of subordinates supervised by a manager.
Flat vs. Tall
Flat = relatively few levels in its hierarchy of authority. Tall = many levels in its hierarchy of authority.
Formalization
The extent to which the work roles are highly defined by an organization.
Centralization
The extent to which decision making power is localized in a particular part of an organization.
Decentralization
decision making is dispersed down the hierarchy and across departments.
Complexity
The extent to which an organization divides labour vertically, horizontally, and geographically.
Mechanistic Structures
Organization structures defined by tallness, specialization, centralization, and formalization.
Organic Structures
Organization structure characterized by flatness, low specialization, low formalization, and decentralization.
When are mechanistic structures called for?
when an organization’s environment is more stable and technology is more routine.
When do organic structures work best?
when the environment is uncertain, the technology is less routine, and innovation is important.
What are the current contemporary structures?
Network, virtual, and modular organizations.
Network Organization
Liaisons between specialist organizations that rely strongly on market mechanisms for coordination.
Virtual organizations
A network of continually evolving independent organizations that share skills, costs, and access to one another’s markets.
Modular Organizations
A network organization that performs a few core functions and outsources other activities to specialists and suppliers.
Boundaryless Organization
An organization that removes vertical, horizontal, and external barriers so that employees, managers, customers, and suppliers can work together, share ideas, and identify the best ideas for the organization.
External environment
Events and conditions surrounding an organization that influence its activities.
Open systems
Systems that take inputs from the external environment, transform some of them, and send them back into the environment as outputs.
Components of the External environment (Sources of External dependence)
The economy, customers, suppliers (shortage, increase in costs), competitors, social/political factors, technology.
Resource dependence
The dependency of organizations on environmental inputs, such as capital, raw materials, and human resources. The degree of resource dependency is a function of environmental uncertainty.
Environmental Uncertainty
A condition that exists when the external environment is vague, difficult to diagnose, and unpredictable.
Strategy
The process by which top executives seek to cope with the constraints and opportunities that an organization’s environment posses.
Vertical integration
The strategy of formally taking control of sources of organizational supply and distribution.
Strategic alliances
Actively cooperative relationships between legally separate organizations.
Interlocking directorates
A condition existing when one person serves on two or more boards of directors.
Establishing Legitimacy
Taking actions that conform to prevailing norms and expectations.
Technology
The activities, equipment, and knowledge necessary to turn organizational inputs into desired outputs.

Technological routineness
The extent to which exceptions and problems affect the task of converting inputs into outputs. (Perrow)
Technological Interdependence
The extent to which organizational subunits depend on each other for resources, raw materials, or information. (Thompson)
What are the three classifications of technology that Thompson proposed?
Mediating technologies (pooled interdependence), Long-linked technologies (Sequential interdependence), and intensive technologies (reciprocal interdependence).
Pooled interdependence
A condition in which organizational subunits are dependent on the pooled resources generated by other subunits but are otherwise fairly independent.
Sequential interdependence
A condition in which organizational subunits are dependent on the resources generated by units that precede them in a sequence of work.
Reciprocal interdependence
A condition in which organizational subunits must engage in considerable interplay and mutual feedback to accomplish a task.
What are the three models dealing with technology and structure?
Perrow’s model of routineness, Thompson’s model of Interdependence, and Woodward’s model of the production process.
What are the four types of technology in Perrow’s model?
Craft technology (Ex. Cabinet making, public school), Non-routine Technology (Ex. research unit), Routine technology (Ex. assembly line), and Engineering technology (Ex. heavy machinery technology).
Non-Routine Technology
many exceptions, exceptional problems. Organic Structure.
Craft Technology
Few exceptions, exceptional problems. Close to organic structure.
Engineering Technology
many exceptions, easy to solve problems. Close to mechanistic structure.
Routine Technology
Few exceptions, east to solve problems. Mechanistic Structure.
What are the three classifications of the production process as described by Woodward?
Unit, mass, and process.
Unit
Production of single units or small batches. Custom tailored units. Organic.
Mass
Production of large batches or mass production. Assembly lines. Mechanistic.
Process
Input transformed as an ongoing process. Chemicals processed in batches. Organic and the smoothest form of production.