Term
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Definition
| set of norms that define what behavior is appropriate for and expected of various positions within a group |
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Term
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Definition
| plurality of individuals who are in contact with one another who take one another into account and who are aware of some significant commonality |
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Definition
| small number of people with complementay skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable |
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Definition
| patterns of interaction among members |
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Definition
| expected behavior, can sanction obedience |
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| different from rules because they are informal and taken for granted |
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Definition
| authority, ability to have others follow directions without question |
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Definition
| within organization, members often occupy multiple roles of different statuses. when demands of various roles are incompatible role conflict occurs |
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Definition
| (initiating leader) focuses on goal achievement, clarify goals, present info |
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Definition
| (relationship or maintenance leader) focuses on emotional and social aspects of a group. encourage and praise others, resolve conflicts. |
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Term
| 2 models of group development |
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Definition
| 1. 5 stage model 2. punctuated equilibrium model |
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Term
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Definition
| forming, storming, norming, performing, adjourning |
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Term
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Definition
| initial phase of group development, involves members getting acquainted. Begin to identify group leadership |
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Term
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Definition
| group confronts important issues. 1st establish goals and priorities, next structure interaction among members |
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Definition
| develops set of rules and roles |
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Definition
| reached when group understands its goals and roles. does most of its substantive work in this stage |
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Definition
| once decision is made group breaks up |
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Term
| punctuated equilibrium model |
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Definition
| identifies 2 different modes of group function. the first meeting sets the climate for group and establishes leadership. equilibrium period follows, characterized by routine functions. at midpoint of groups allotted time an abrupt change occurs. recognition that the task has to be completed disrupts equilibrium and creates a revolutionary change in groups arrangement. new arrangement shift in effect to a task orientation that results in project completion |
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Term
| 3 variables that affect group development models |
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Definition
| power distance, individualism/collectivism, orientation to time |
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Term
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Definition
| major mechanism for achieving goals |
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Term
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Definition
| basis can be membership in a formal or informal group |
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Term
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Definition
| worker representatives hold decision making roles on corporate boards |
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Term
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Definition
| decision making process that occurs when members of a highly cohesive group are unable to evaluate each others inputs critically |
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Term
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Definition
1. illusions of vulnerability
2. illusions of unanimity
3. illusions of group morality
4. stereotyping of enemy as weak, evil or stupid
5. self-censoring by members
6. mind guarding
7. direct pressure |
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Definition
| little concern with diversity, similar backgrounds |
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| members with same backgroun with exception of one member who is different in some significant way |
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| 2 or more members represent each of 2 distinct cultures |
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Definition
| members of 3 or more ethnic backgrounds |
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Definition
| race, ethnic background, age and gender |
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Term
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Definition
| education, technical abilities, functional background, personality and values |
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Definition
| differences in the substantive content of how members perceive the teams challenges and opportunities, options to be evaluated and optimal course of action |
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Definition
| differences in language as well as culture driven norms of behavior |
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Term
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Definition
| groups of geographically and or organizationally dispersed coworkers that are assembled using a combo of telecommunications and information technologies to accomplish an organizational task |
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Term
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Definition
| temporal distribution, distributed time, real time |
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Term
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Definition
| ability of virtual teams to cross the boundaries of time |
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Term
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Definition
| work on their own schedules |
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Term
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Definition
| requires members to work simultaneously |
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Term
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Definition
| means that virtual teams can also cross functional organizational and cultural boundaries |
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Term
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Definition
| because of flexibility with virtual teams, members often have multiple roles |
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Term
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Definition
| amount of effort that an indivdual puts into doing something |
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Term
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Definition
| focus on "what"identifying factors that cause people to put effort into work |
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Term
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Definition
| concern the "how" the steps an individual takes in putting forth the effort |
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Term
| Maslow's Hierarchy of Needs |
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Definition
theory of general motivation developed in the US. Individual will try to satisfy one category of needs at a time
1. physiological needs
2. safety and security needs
3. affiliation needs
4. esteem needs
5. self-actualization needs |
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Term
| motivation hygiene theory |
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Definition
(2 factor theory) satisfaction and dissatisfaction represent 2 seperate dimensions rather than opposite ends of a single dimensions:
hygiene factors and motivation factors |
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Term
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Definition
| (extrinsic or context factors) factors outside the job itself that influence the worker |
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Term
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Definition
| (intrinsic or content factors) aspects of the job itself including achievement, recognition, interesting work, responsibilities, advancement and growth |
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Term
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Definition
| to motivate workers, job has to include motivational factors |
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Term
| McClellands Learned Needs Theory |
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Definition
3 major needs influence people's behavior:
1. need for achievement
2. need for power
3. need for affiliation |
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Term
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Definition
| concern for establishing and maintaining high levels of performance quality |
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Term
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Definition
| concern for reputation, responsibility, influence, impact and control over others |
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Definition
| concern for establishing and maintaining social relationships |
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Term
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Definition
| environment determines people's behavior. reinforcement and punishment |
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Term
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Definition
| if reward received you will repeat act and vice versa |
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Term
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Definition
| when negative outcome, usually stop at that moment but doesn't mean bad behavior will end permenantly |
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Term
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Definition
| people are motivated by intentions to work toward a goal |
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Term
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Definition
| behavior is a result of both personal and environmental factors, peoples decisions about whether to belong to an organization and how much effort to put in influences their behavior in organizations, people seek different rewards from the organization, people decide how to behave based on beliefs about what leads to the most desirable outcomes. (read notes to see what the amount of effort depends on) |
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Term
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Definition
people try to balance their inputs and outcomes in relation to others.
inputs- what someone brings to a situation (education, personality etc.)
outputs- what one takes from a situation (pay, benefits, relationships etc.) |
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Term
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Definition
| underlying work rights of individuals and the work related responsibility of organizations and society towards individuals |
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Term
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Definition
| underlying duties of all individuals to society with the respect to working |
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Term
| Meaning of work (MOW) study |
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Definition
examines basic concepts concerned with motivation and the meaning of work.
3 key concepts:
1. work centrality
2. social norms about working
3. work goals |
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Term
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Definition
| degree of general importance and value attributed to the role of working in one's life |
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Term
| societal norms about working |
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Definition
| normative beliefs and expectations concerning specified rights and duties attached to working |
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Term
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Definition
| work goals and values sought and preferred by individuals in their working lives |
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Term
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Definition
| management style that focuses on creativity, vision, and long term organizational development |
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Term
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Definition
| style that a culture with contradictory norms and values produces |
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Term
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Definition
identifies 2 functions that leaders in any situation either need to provide directly or in some other way.
P-performance function
M- maintenance function |
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Term
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Definition
identifies 2 functions that leaders in any situation either need to provide directly or in some other way
N- nurturance function
T- task function |
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Term
| Webers theory of leadership |
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Definition
3 social bases for understanding the legitimacy of leaders
1. traditional authority
2. rational authority
3. charismatic authority |
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Term
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Definition
| rests on an established belief in the sanctity of immemorial traditions and the legitimacy of the status of those exercising authority under them |
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Term
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Definition
| rests on a belief in the legality of patterns of normative rules and the right of those elevated to authority under such rules to issue command |
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Term
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Definition
| based on devotion to the specific and exceptional sanctity, heroism or exemplary character of an individual person and of the normative patterns or order revealed of ordained by him |
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Term
| transformational leadership |
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Definition
| related to charismatic authority. transformational leader acts as a teacher, role model and inspirational figure to create conditions under which subordinates enthusiastically contribute to the org |
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Term
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Definition
| selective interpretations of societal and organizational traditions, customs and rituals and artifacts that contribute to org culture. leader shapes and interprets the larger culture to the needs of the org |
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Term
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Definition
| Global Leadership and Organizational Behavior Effectiveness |
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Term
| 6 global leader behavior dimensions |
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Definition
1. transformational-charismatic
2. team oriented
3. self-protective
4. participative leader
5. humane
6. autonomous |
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Term
| transformational charismatic |
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Definition
| leader is decisive, performance oriented and visionary |
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Term
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Definition
| integrator, diplomatic, benevolent, all about the team, collaborative attitude about the team |
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Term
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Definition
| self centered, status conscious, conflictual, procedural and a face saver |
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Definition
| delegator and encourages subordinate participation in decisions |
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Definition
| modesty, compassionate, humble |
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Definition
| individualistic, independent, autonomous, unique |
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Term
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Definition
1. uncertainty avoidance
2. power distance
3. collectivism I: societal collectivism
4. collectivism II: in-group collectivism
5. gender egalitarianism
6. assertiveness
7. future orientation
8. performance orientation
9. humane orientation |
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Term
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Definition
| members of an org or society strive to avoid uncertainty by reliance on social norms, rituals etc. to alleviate the unpredictability of future events. (Hofstede) |
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Term
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Definition
| degree to which members of an org or society expect and agree that power should be unequally shared (Hofstede) |
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Term
| Collectivism I: social collectivism |
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Definition
| degree to which org and societal institutional practices encourages and rewards collective distribution of resources and collective action |
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Term
| Collectivism II: In-group collectivism |
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Definition
| reflects the degree to which individuals express pride, loyalty and cohesiveness in the orgs or families |
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Term
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Definition
| extent to which an org or society minimizes gender role differences and gender discrimination |
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Term
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Definition
| degree to which individuals in orgs or societies are assertive, confrontational and aggressive in social relationships |
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Term
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Definition
| degree to which individuals engage in future oriented behaviors such as planning, investing in the future and delaying gratification (Kluckhohn and Strodtbeck) |
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Term
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Definition
| extent to which it encourages and rewards group members for performance improvement and excellence (McClellands need for achievement) |
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Term
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Definition
| degree to which individuals encourage and reward individuals for being fair, altruistic, friendly, generous, caring and kind to others |
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Term
| what is leadership always a function of? |
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Definition
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Term
| what is contingency a function of? |
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Definition
| contingency = behaviors(6) + situation/cultures(9) |
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Term
| why is leadership complicated? |
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Definition
| because the Effectiveness is not the leader but the impact on the followers |
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Term
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Definition
| values regarding the rights and duties of citizens form the core of national culture and constitute a world view. these values are taken for granted as the correct way to act. leadership derives from and represents socially constructed legal, moral and ethical obligations |
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Term
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Definition
| values of political system affect organizational leadership. political structures usually reflect central national cultural values including ideas about the most appropriate type of leadership. democratic political value countries prefer participative leadership. |
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Term
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Definition
| leaders influence org culture and often attempt to create, maintain or change it to improve performance of an org. managing org culture is the leaders major contribution to an org but relationship between leadership and org culture is not necessarily that direct. culture places constraints on leaders and shapes their behaviors |
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