Ob Final

Front 1

Conflict

Back 1

A process in which one party perceives that his or her interests are being opposed or negatively affected by another party.

Front 2

Constructive Conflict

Back 2

A type of conflict in which people focus their discussion on the issue while maintaining respect for people having other points of view.

Front 3

Relationship Conflict

Back 3

Type of conflict in which people focus on the characteristics of other individuals, rather than on the issues, as the source of conflict.

Front 4

Win-Win Orientation

Back 4

The belief that the parties will find a mutually beneficial solution to their disagreement.

Front 5

Win-Lose Orientation

Back 5

The belief that conflicting parties are drawing from a fixed pie, so the more one party receives, the less the other party will receive.

Front 6

Problem Solving

Back 6

Tries to find a solution that is beneficial for both parties.

Front 7

Forcing

Back 7

Tries to win the conflict at the other's expense.

Front 8

Avoiding

Back 8

Tries to smooth over or avoid conflict situations altogether.

Front 9

Yielding

Back 9

Involves giving in completely to the other side's wishes, or at least cooperating with little or no attention to your own interests.

Front 10

Compromising

Back 10

Involves looking for a position in which your losses are offset by equally valued gains.

Front 11

Superordinate Goals

Back 11

A broad goal that all parties to a dispute value and agree is important.

Front 12

Third-Party Conflict Resolution

Back 12

Any attempt by a relatively neutral person to help conflicting parties resolve their differences.

Front 13

Negotiation

Back 13

The process whereby two or more conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence.

Front 14

Arbitration

Back 14

Have high control over the final decision, but low control over the process.

Front 15

Inquisition

Back 15

Control all discussion about the conflict; have high control over the final decision and high control over the process.

Front 16

Mediation

Back 16

High control over the intervention process in order to manage the process and context of the interaction between the disputing parties; parties make the final decisions.

Front 17

Best Alternative to a Negotiated Agreement (BATNA)

Back 17

The best outcome you might achieve through some other course of action if you abandon the current negotiation.

Front 18

Leadership

Back 18

Influencing, motivating and enabling others to contribute toward the effectiveness and success of the organizations of which they are members.

Front 19

Shared Leadership

Back 19

The view that leadership is broadly distributed, rather than assigned to one person, such that people within the team and organization lead each other.

Front 20

Authentic Leadership

Back 20

The view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept.

Front 21

Servent Leadership

Back 21

The view that leaders serve followers, rather than vice versa; leaders help employees fulfill their needs and are coaches, stewards, and facilitators of employee performance.

Front 22

Path-Goal Leadership Theory

Back 22

A contingency theory of leadership based on the expectancy their of motivation that relates several leadership styles to specific employee and situation contingencies.

Front 23

Situational Leadership Theory (SLT)

Back 23

A commercially popular but poorly supported leadership model stating that effective leaders vary their style (telling, selling, participating, delegating) with the "readiness" of followers.

Front 24

Fiedler's Contingency Model

Back 24

An early contingency leadership model, developed by Fred Fiedler, which suggests that leader effectiveness depends on whether the person's natural leadership style is appropriately matched to the situation.

Front 25

Leadership Substitutes

Back 25

A theory identifying contingencies that either limit a leader's ability to influence employees or make a particular leadership style unnecessary.

Front 26

Transformational Leadership

Back 26

A leadership perspective that explains how leaders change teams or organizations by creating, communicating and modelling a shared vision for the team or organization, and inspiring employees to strive for that vision.

Front 27

Transactional Leadership

Back 27

Leadership that helps organizations achieve their current objectives more efficiently, such as by linking job performance to valued rewards and ensuring that employees have the resources needed to get the job done.

Front 28

Managerial Leadership

Back 28

A leadership perspective stating that effective leaders help employees improve their performance and well-being in the current situation.

Front 29

Implicit Leadership Theory

Back 29

A theory stating that people evaluate a leader's effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviours of effective leaders (leadership prototypes), and that people tend to inflate the influence of leaders on organizational events.

Front 30

Organizational Structure

Back 30

The division of labour as well as the patterns of coordination, communication, workflow and formal power that direct organizational activities.

Front 31

Concurrent Engineering

Back 31

The organization of employees from several departments into a temporary team for the purpose of developing a product or service.

Front 32

Centralization

Back 32

The degree to which formal decision making authority is held by a small group of people, typically those at the top of an organizational hierarchy.

Front 33

Formalization

Back 33

The degree in which organizations standardize behaviour through rules, procedures, formal training, and related mechanisms.

Front 34

Mechanistic Structure

Back 34

An organizational structure with a narrow span of control and a high degree of formalization and centralization.

Front 35

Organic Structure

Back 35

An organizational structure with a wide span of control, little formalization, and decentralized decision making.

Front 36

Functional Structure

Back 36

An organizational structure in which employees are organized around specific knowledge or other resources.

Front 37

Divisional Structure

Back 37

An organizational structure in which employees are organized around geographic areas, outputs (products or services) or clients.

Front 38

Globally Integrated Enterprise

Back 38

An organizational structure in which work processes and executive functions are distributed around the world through global enters, rather than developed in a home country and replicated in satellite countries and regions.

Front 39

Team-Based Organizational Structure

Back 39

An organizational structure built around self-directed teams that complete an entire piece of work.

Front 40

Matrix Structure

Back 40

An organizational structure that overlays two structures (such as a geographic divisional and a functional structure) in order to leverage the benefits of both.

Front 41

Network Structure

Back 41

An alliance of several organizations for the purpose of creating a product or serving a client.

Front 42

Organizational Strategy

Back 42

The way the organization positions itself in its settings in relation to its stakeholders, give the organization's resources capabilities, and mission.

Front 43

Organizational Culture

Back 43

The values and assumptions shared within an organization.

Front 44

Artifacts

Back 44

The observable symbols and signs of an organization's culture.

Front 45

Rituals

Back 45

The programmed routines of daily organization life that dramatize the organization's culture.

Front 46

Ceremonies

Back 46

Planned displays of organizational culture, conducted specifically for the benefit of an audience.

Front 47

Adaptive Culture

Back 47

An organizational culture in which employees are receptive to change, including the ongoing alignment of the organization to its environment and continuous improvement of internal processes.

Front 48

Bicultural Audit

Back 48

A process of diagnosing cultural relations between the companies and determining the extent to which cultural clashes will likely occur.

Front 49

Attraction-Selection-Attrition (ASA) Theory

Back 49

A theory which states that organizations have a natural tendency to attract, select, and remain people with values and personality characteristics that are consistent with the organization's character, resulting in a more homogeneous organization and a stronger culture.

Front 50

Attraction

Back 50

Job applicants engage in self-selection by avoiding employment in companies whose values seem incompatible with their own values.

Front 51

Selection

Back 51

How well a person fits within a company; high factor in the selection process for employment.

Front 52

Attrition

Back 52

People are motivated to seek environments that are sufficiently congruent with their personal values and to leave environments of poor fit.

Front 53

Organizational Socialization

Back 53

The process by which individuals learn the values, expected behaviours, and social knowledge necessary to assume their roles in the organization.

Front 54

Psychological Contract

Back 54

The individual's beliefs about the terms and conditions of a reciprocal exchange agreement between that person and another party (typically the employer).

Front 55

Reality Shock

Back 55

The stress that results when employees perceive discrepancies between their pre-employment expectations and on-the-job reality.

Front 56

Realistic Job Preview (RJP)

Back 56

A method of improving organizational socialization in which job applicants are provided with a balance of positive and negative information about the job and work contract.

Front 57

Force Field Analysis

Back 57

Kurt Lewin's model of system wide change agents diagnose the forces that drive and restrain purposed organizational change.

Front 58

Unfreezing

Back 58

he firs part of the organizational process, in which the change agent produces disequilibrium between the driving and retaining forces.

Front 59

Refreezing

Back 59

The latter part of the organizational change process, in which systems and conditions are introduced that reinforce and maintain the desired behaviours.

Front 60

Appreciative Inquiry

Back 60

An organizational change strategy that directs the group's attention away from its own problems and focuses on participants on the group's potential and positive elements.

Front 61

Future Search

Back 61

An organizational change strategy that consists of system-wide group sessions, usually lasting a few days, in which participants identify trends and identify ways to adapt to those changes.

Front 62

Parallel Learning Structures

Back 62

Highly participative arrangements composed of people from most levels of the organization who follow the action research model to produce meaningful organizational change.