Organizational Behavior: Test 2

Front 1

communication model

Back 1

form message> encode message> transmit message> receive message> decode message> form feedback> encode feedback> transmit feedback> receive feedback> decode feedback (noise can interefere)

Front 2

verbal communication

Back 2

face-to-face better than written (nonverbal cues/immediate feedaback)

Front 3

nonverbal communication

Back 3

facial expressions, gestures, distance, etc.-less rule bound, typically automatic, unconscious

Front 4

email/electronic comm

Back 4

problems: 1. ineffective for emotional comm. 2. seems to reduce politeness and respect 3. inefficient for comm in ambiguous, complex situations

Front 5

media richness

Back 5

medium's data carrying capacity: volume/variety of info that can be transmitted during a specific time

Front 6

choosing best communication media

Back 6

richer medium required for more complex, ambiguous, or non-routine situations

Front 7

filtering

Back 7

deleting/delaying negative information, or using less harsh words so events sound more favorable (usually to create good impression)

Front 8

jargon

Back 8

technical language and acronyms and reorganized words with specialized meanings in specific organizations

Front 9

grapevine

Back 9

unstructured, informal network founded on social relationships rather than organizational charts or job descriptions

Front 10

men v women

Back 10

men see more as negotiation, assert power by giving advice to others, primary function is info exchange (women's is building relationships)

Front 11

active listening

Back 11

sensing words and nonverbal cues, evaluate and understand message meaning (empathize and organize information), respond with feedback, show interest and clarify message

Front 12

MBWA

Back 12

managers are more available to open communication will get better feedback

Front 13

power

Back 13

the capacity to influence others

Front 14

legitimate power

Back 14

capacity to influence others through formal authority

Front 15

reward power

Back 15

person's ability to control the allocation of rewards valued by others and to remove negative sanctions

Front 16

coercive power

Back 16

the ability to apply punishment

Front 17

expert power

Back 17

an individual's or work unit's capacity to influence others by possessing knowledge or skills that they value

Front 18

referent power

Back 18

when others identify with them, like them, or otherwise respect them-usually associated with charismatic leadership

Front 19

networking

Back 19

cultivating social relationships with others to accomplish one's goals

Front 20

IT: silent authority

Back 20

influencing behavior through legitimate power without explicitly referring to that power base

Front 21

IT: assertiveness

Back 21

actively applying legitimate and coercive power by applying pressure or threats

Front 22

IT: information control

Back 22

explicitly manipulating someone else's access to information for the purpose of changing their attitudes and/or behavior

Front 23

IT: coalition formation

Back 23

forming a group that attempts to influence others by pooling the resources and power of its members

Front 24

IT: upward appeal

Back 24

gaining support from one or more people with higher authority or expertise

Front 25

IT: ingratiation/impression management

Back 25

attempting to increase liking by, or perceived similarity to, some targeted person

Front 26

IT: persuasion

Back 26

using logical arguments, factual evidence, and emotional appeals to convince people of the value of a request

Front 27

IT: exchange

Back 27

promising benefits or resources in exchange for the target person's compliance

Front 28

influence tactics as organizational politics

Back 28

when they seem to benefit the perpetrators at the expense of others and usually the entire organization or work unit

Front 29

conditions for flourishing organizational politics

Back 29

scarce resources, resource allocation decisions are ambiguous and complex, when org. politics are tolerated and supported by organization

Front 30

constructive conflict

Back 30

team members debate their different perceptions about an issue in a way that keeps the conflict focused on the task rather than the people

Front 31

socioemotional conflict

Back 31

differences are viewed as personal attacks rather than attempts to resolve an issue

Front 32

causes of conflict

Back 32

goal incompatibility, scarce resources, interdependent tasks/goals, ambiguous rules

Front 33

CR: problem solving

Back 33

tries to find a mutually beneficial solution for both parties (information sharing important)

Front 34

CR: avoiding

Back 34

tries to smooth over or avoid conflict situations all together-suppress thinking about conflict

Front 35

CR: forcing

Back 35

tries to win the conflict at the other's expense (strongest win-lose orientation)

Front 36

CR: yielding

Back 36

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

Front 37

CR: compromising

Back 37

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

Front 38

when to use problem-solving

Back 38

most preferable overall, but better when parties do not have perfectly opposing interests and enough trust and openness to share information

Front 39

when to use avoiding

Back 39

when conflict has become socioemotional or cost of negotiating greater than resolution's benefit

Front 40

when to use forcing

Back 40

when you know you are correct and dispute requires quick solution

Front 41

when to use yielding

Back 41

when other party has substantially more power or the issue is not as important to you as to the other party

Front 42

when to use compromising

Back 42

best when there is little hope for mutual gain through problem solving, both parties have equal power, and both are under equal time pressure

Front 43

superordinate goals

Back 43

common objectives held by conflicting parties that are more important than the departmental or individual goals on which the conflict is based

Front 44

resolving interdepartmental conflicts

Back 44

create superordinate goals, reduce task interdependence, increase resources, clarify rules and procedures

Front 45

negotiations

Back 45

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

Front 46

making concessions in negotiations

Back 46

amount varies with level of trust, in general be moderately tough and give just enough to communicate sincerity and motivation to resolve conflict

Front 47

stress

Back 47

adaptive response to a situation that is perceived as challenging or threatening to a person's well-being

Front 48

distress

Back 48

degree of physiological, psychological, and behavioral deviation from healthy functioning

Front 49

eustress

Back 49

the healthy, positive, constructive outcome of stressful events and the stress response

Front 50

interpersonal stressors

Back 50

most pervasive in workplace, include: workplace violence, psychological harassment (hostile/unwanted conduct, comments, actions, or gestures), org. politics

Front 51

role-related stressors

Back 51

role conflict (degree of incongruity/incompatibility of expectations), role ambiguity (lack of clarity/predictability), and work overload

Front 52

task control stressors

Back 52

occurs when employee's work is paced by a machine, involves monitoring equipment, or work schedule is controlled by someone else

Front 53

work-nonwork stressors

Back 53

time-based conflict (balancing work time and family time), strain-based conflict (stress from one domain spills over to the other), role behavior conflict (must act very differently at work than home)

Front 54

workaholic/type A personality

Back 54

work addicts, highly driven, competitive, impatient, lose temper easily (these people are more prone to stress)-12.7% of Americans are workaholics

Front 55

physiological consequences of stress

Back 55

more vulnerable to infection, tension headaches, muscle pain/back problems, cardiovascular disease (most extreme)

Front 56

psychological consequences of stress

Back 56

job dissatisfaction, moodiness, depression, lower organizational commitment

Front 57

job burnout

Back 57

process of emotional exhaustion, cynicism, and reduced feelings of personal accomplishment (results from stress)

Front 58

behavioral consequences of stress

Back 58

job performance falls, memory impaired, workplace accidents are more frequent, decisions less effective, higher levels of absenteeism

Front 59

strategies to cope with stress

Back 59

wellness programs, social support, relaxation, meditation

Front 60

managers v leaders

Back 60

management about coping with complexity, while leadership about coping with change

Front 61

three basic leadership requirements

Back 61

high expectations, learning, integrity

Front 62

leadership traits/competencies

Back 62

emotional intelligence, integrity, drive, leadership motivation, self-confidence, intelligence, knowledge of the business

Front 63

behavioral styles of leadership

Back 63

task-oriented and people-oriented styles depend on the situation, usually both is the best option

Front 64

contingency theories of leadership

Back 64

most appropriate leadership style depends on the situaiton

Front 65

path-goal leadership theory

Back 65

effective leaders strengthen the performance-to-outcome expectancy and valence of those outcomes, thereby ensuring that employees who perform their jobs well have a higher degree of need fulfillment

Front 66

P-GS: directive

Back 66

leader clarifies performance goals, the means to reach those goals, and the standards against which performance will be judged

Front 67

P-GS: supportive

Back 67

leader is friendly and approachable, makes work more pleasant, treats employees with equal respect

Front 68

P-GS: participative

Back 68

leader consults with employees, asks for their suggestions, and takes ideas into serious consideration

Front 69

P-GS: achievement-oriented

Back 69

leader sets challenging goals, expects employees to perform at their highest levels, continuously seeks improvement in employee performance, and shows a high degree of confidence that employees will assume responsibility and accomplish goals

Front 70

servant leadership

Back 70

do not view leadership as a position of power, rather as coaches, stewards, and facilitators-must understand employee needs and facilitate work performance

Front 71

transformational leadership

Back 71

leaders change teams or organizations by creating, communicating, and modeling a vision for the organization or work unit and inspiring employees to strive for that vision

Front 72

transactional leadership

Back 72

helps organizations achieve their current objectives more efficiently, such as linking job performances to rewards and ensuring resources are adequate

Front 73

communicating the vision

Back 73

leader communicates meaning and elevates the importance of the visionary goal to employees

Front 74

culture & leadership

Back 74

leaders must be conscious of culture and act consistently with cultural expectations

Front 75

gender & leadership

Back 75

adopt more participative and people-oriented leadership styles (may be well suited for contemporary leaders, but a hard time breaking gender stereotypes of followers)

Front 76

counterculture

Back 76

a subculture within a workplace that directly opposes the organizations core values

Front 77

artifacts

Back 77

observable symbols and signs of an organization's culture, such as the way visitors are greeted or the physical layout

Front 78

stories

Back 78

eg: tales of heroic deeds by other employees or ridicule of past events that deviated from core values

Front 79

rituals

Back 79

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

Front 80

symbols

Back 80

ex: a companies physical building represents the culture they are trying to foster

Front 81

bicultural audit

Back 81

diagnosis of cultural relations between companies prior to a merger and a determination of the extent to which cultural clashes are likely to occur

Front 82

MS: assimilation

Back 82

acquired company embraces acquiring firm's culture (best if acquired firm has weak culture)

Front 83

MS: deculturation

Back 83

acquiring firm imposes its culture on unwilling acquired firm (rarely works)

Front 84

MS: integration

Back 84

combining the two or more cultures into a new composite culture (best when cultures can be improved)

Front 85

MS: separation

Back 85

merging companies remain distinct entities with minimal exchange of culture or organizational practices (best when firms operate in different businesses)

Front 86

Bob Knowlton Case

Back 86

communication break down because Bob does not communicate entirely truthfully to/about Fester and Jerrold

Front 87

Dashman Case

Back 87

dominating style of conflict resolution is not always effective, the plants did not respond to his authority

Front 88

Sturdivant Electric Case

Back 88

Johnson, as supervisor, had to use successful conflict resolution to resolve the issue between Abrams and Eden

Front 89

Texoil

Back 89

Negotiations led to a mutually acceptable solution

Front 90

John Wolford Case

Back 90

Wolford is so stressed all the time that he is always intense and in a hurry. His health is negatively affected as a result

Front 91

MacGregor Case

Back 91

Through effective organization and proper delegation, teamwork, and culture, MacGregor was able to reduce his work to solely managing/supervising employees

Front 92

MacGuffy Restaurant Case

Back 92

New leader must maintain the employee-centered approach restaurant was founded on