Organizational Behavior | Overview Terms (9-15) Lu

Front 1

emotional contagion

Back 1

the automatic process of “catching” or sharing another person’s emotions my mimicking that person’s facial expressions and other nonverbal behavior

Front 2

MBWA

Back 2

a communication practice in which executives get out of their offices and learn from others in the organization though face-to-face dialogue

Front 3

The Dependence Model

Back 3

of power states that even an employee has countervailing power over the power holder

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Five sources of power in organizations

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legitimate, reward, coercive, expert, referent

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The ability to apply punishment is an example of

Back 5

acting coercively

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Four contingencies of power

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substitutability, centrality, visibility, discretion

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impression management

Back 7

getting ahead by actively publics image

Front 8

ingratiation

Back 8

attempt to increase liability (sucking up)

Front 9

Machiavellian values

Back 9

deceit is acceptable

Front 10

referent power

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influence from the respect people have towards the power holder

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upward appeal

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endorsement or symbolic influence of an authority

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best alternative to negotiation agreement (BATNA)

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the best outcome you might achieve if you do not finish the negotiation

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superordinate goals

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goals the conflicting parties value and require joint resources to gain

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constructive conflict

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focus attention around the issue (while showing respect for people)

Front 15

relationship conflict

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when people view each other, rather than the issue, as the source of conflict.

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Three stages to minimize relationship conflict

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1) emotional intelligence of the participants 2) team cohesion 3) supportive team norms

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conflict process

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1) incompatible goals 2) different values/beliefs 3) interdependence 4) scarce resources 5) ambiguous rules 6) communication problems

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conflict handling styles

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problem solving, forcing, avoiding, yielding, and compromising.

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fielder's contingency model

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asks “is the persons natural leadership style right for the situation?”

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implicit leadership theory

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asks “does this person fit my previous beliefs about good leadership?”

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transactional leadership

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leadership by using rewards and penalties

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situational leadership

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changing leadership style from the “readiness” of followers

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authentic leadership

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leaders need to act consistently with their self-concept

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competencies associated with successful leaders

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positive self-concept, drive, integrity, leadership motivation, knowledge of the business, cognitive and practical intelligence, and emotional intelligence.

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task oriented

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clarifies work duties and enforces rules

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people oriented

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mutual trust and respect for subordinates

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servant leadership

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leaders serve followers

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elements of path goal theory

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directive, supportive, participative, and achievement-oriented

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types of coordination in organizational structures

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informal communication, formal hierarchy, standardization

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span of control

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number of people directly reporting to the next level

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organic

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wide span of control and little formalization

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functional structure

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organized around knowledge or resources

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matrix structure

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overlays two structures

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organizational strategy

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the relationship between stakeholders, resources, capabilities, and mission

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elements of organizational culture

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shared values & assumptions

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organizational subcultures

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sometimes enhance by espousing parallel assumptions

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four categories of artifacts

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physical structures, language, rituals & ceremonies, stories & legends

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four strategies for changing or strengthening an organizations culture

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1) actions of founders and leaders 2) aligning artifacts with desired culture 3) introducing culturally consistent rewards 4) attracting, selecting, and socializing employees

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adaptive culture

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receptive to change & continuous improvement

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organizational socialization

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learning the values and expected behaviors necessary for roles in the organization

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Reasons people resist organizational change

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direct costs, saving face, fear of the unknown, breaking routines, incongruent team dynamics, and incongruent organizational systems.

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Resistance to change can

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1) signal that the conditions for change are not yet in place 2) create constructive conflict 3) a form of voice (procedural justice)

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Six strategies for minimizing resistance to change

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keeping employes informed, teaching employees valuable skills, involving them in the change process, helping employes cope with the stress, negotiating trade-offs, using coercion

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future search

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identify new trends and ways to adapt to those changes

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action research

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combines changing attitudes with research orientation

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appreciative inquiry

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focuses on the positive and possible

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force field analysis

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diagnose the forces that restrain change

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parallel learning structure

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people from all levels of the organization on board for change