Term
| Process of Organizational Development |
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Definition
DIEF
1.Diagnosis- determine the problem
2.Intervention- determine what to do about it
3.Evaluation- determine how well Step 2 worked
4.Feedback- Redefine the diagnosis
DIEF is organized |
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Term
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Definition
A,I,R
Adaptive
Innovative
Radical |
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Term
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Definition
Unfreezing
Changing
Refreezing |
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Term
| Three types of org. commitment |
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Definition
Affective - emotional, person wants too
Continuance- cost, needs to stay
Normative - obligation, feel like u owe it |
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Term
| 2 Job satisfaction Factors |
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Definition
Intrinsic - how person feels bout thier own personal work
Extrinsic - how person feels about work situation and envir |
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Term
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Definition
C,A,N,O,E
Conscientous, Agreeableness, Openness, Extraversion, Neurotism
This is on the test, know the difference |
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Term
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Definition
| dependable, organized, reliable, ambitious and persevering. Tend to be perfectionists and workaholics. SIGNIFCANTLY affects job performance. |
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Definition
| - curious, imaginative, creative, complex, sophisticated. Adapt easily |
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Term
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Definition
| (positive affectivity)- talkative, sociable, passionate, assertive, bold and dominate. Want POWER and influence w/I a social structure. Leaders. |
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Term
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Definition
| kind, cooperative, sympathetic, helpful, courteous. Strive for acceptance for relationships. GROUPTHINK. |
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Term
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Definition
| (negative affectivity)- nervous, moody, emotional, insecure, jealous and unstable. LOCUS OF CONTROL. 2nd largest on JOB PERFORMANCE. |
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Term
| How did our class compare to the norm? |
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Definition
| As a class, we were slightly more conscientious and extraverted then the norm. |
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Term
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Definition
| belief in ones ability to complete a task. |
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Term
| Traits important for work |
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Definition
| locus of control, self efficacy, self esteem, self monitoring, emotional intelligence |
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Term
| what is Causal attribution |
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Definition
| someone infers causes for observed behavior |
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Term
| 3 types of casual attribtution |
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Definition
Fundamental -when one attributes the behavior of another to their characteristics rather than to situational factors
Self Serving Bias - claims responsible for good but not bad
3Self-fulfilling prophecy- when one’s expectations of themselves leads to such |
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Term
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Definition
| Work, Management, Paralell, Project, Action |
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Term
| People learn best from what type of group |
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Definition
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Term
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Definition
| Forming, Storming, Norming, Performing, and Adjourning |
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Term
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Definition
Task Roles - completing task or what is asked
MaintanceRoles - Fostering of relationship goals |
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Term
| Reason for Team norms and example |
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Definition
Help Group/team
Simplify Role expectations
To avoidsituation where one embarasses another team mem
To enhance group values
Nucor Steel |
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Term
| Cohesiveness and what is wanted |
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Definition
tendency of a group to stick together
Want moderate amount, to much leads to GROUPTHINK |
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Term
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Definition
everyone has same idea
ex. Dell |
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Term
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Definition
Compete for resources
Time Pressure
Inconsistent goals
ambiguous jurisdiction
status difference
personality clashes
communication failure |
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Term
| How to stimulate constructive conflict |
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Definition
encourage competition
bring in outsiders
change culture and procedures
use programmed conflict (planned)- brings out peoples feelings with w/o emotion |
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Term
| Two types of programmed conflict |
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Definition
Devils advocacy - Assign a critic that is rotated
Dialect method - Set up a debate |
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Term
| Difference in management and leadership |
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Definition
Both are needed to be successful - John Kotter
Management is more with complexity where as leadership deals with change
Management can b taught not leadership |
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Term
5 Sources of Power
(On the test) |
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Definition
| Legitmate, Reward, Coercive, Expert, Referent |
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Term
| 3 types of Organizational Power |
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Definition
Legimitate - from postion
Personal - given
Influence |
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Term
| 2 types of personal power |
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Definition
Expert Power - skills one has
Referent - personal attraction |
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Term
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Definition
| (9 types on page 9, read them) |
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Term
| 5 key traits to leader according to Stogdill |
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Definition
Dominance
Self Confidence
High Energy
Task Relevant
Intelligent |
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Term
| Kouzes and Posners Perspetive |
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Definition
| Honesty is the most important trait of a leader |
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Term
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Definition
| situation in which the team outcome is less than the sum of the individual outcomes |
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Term
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Definition
Coordination Loss - Takes to much to coordinate with group
Motivation Loss- Social loading - individual doesnt put in there fair effort
Both usually happen with large groups |
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Term
| 3 types of team interdependence |
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Definition
Pooled - People work on own and then piece together
Sequential - Pass task along ex assembly line
Comprehensive - People coord and comm whole time |
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Term
| 5 ways to deal with conflict |
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Definition
Integrating- creative problem solving- confronting the issue, cooperatively identifiying the problem, getting alternatives and choosing one. Best style.
Compromising- involves arriving at a middle ground with another party. Ppl usually feel cheated out.
Obliging- involved smoothing and satisfying the other partys wishes or cooperating with other party while paying little interest to your own.
Dominating- forcing the other party to follow ones wishes.
Avoiding: withdrawing from the problem or actively suppressing the issue. |
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Term
| 3 most Effective types of influence |
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Definition
Rational - convince through logic
Inspirational- build entheusiam
Consultation - getting others in |
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Term
| 2 types of legitimate power |
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Definition
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Term
| 3 Moderately Effective types of influence |
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Definition
Integrating - acting humble
Personal - Using loyality or pfreindship
Exchange - reminding of favors |
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Term
| Least effective types of influence |
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Definition
Coalition
Pressure
Exchange |
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Term
| Kouzes and Posners- identified what 5 traits |
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Definition
| honesty, competency, forward looking, ability to inspire and intelligence |
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Term
| Bossidy created what and when |
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Definition
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Term
| Allied signal consisted of what traits |
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Definition
Ability to execute
Career Runaway – lots of time
A team orientation – work with others
Multiple Experiences |
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Term
| Dr. Judge studied what and beleived in what? |
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Definition
Meta-Analysis
Believed Extroversion leads to leadership
Personality is more important than intelligence |
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Term
| 2 Types of Behavioral Leadership approaches |
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Definition
| Michigan Model and Ohio State model |
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Term
| 2 Forms in Michigan Model |
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Definition
Job Centered behavior - get done and b efficent
Employee Centered - keep employees happy |
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Term
| 2 forms in Ohio State Model |
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Definition
Initiating Structure
Consideration |
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Term
| Difference between Mich and OS |
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Definition
OS - are inderpendent
Michigan- correlation between the two |
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Term
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Definition
| - looks if a leader is task orientated or relationship orientated then find out their situational control. |
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Term
| Robert Houses beliefs/study |
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Definition
| Path goal leadership - leader shows the path and reward to followers in hopes to motivate them |
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Term
| Herhseys and Blanchards Theory? |
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Definition
| situational leadership theory- Leaders should adjust their leadership style to the READINESS of their followers. |
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Term
| Four types to situational leadership |
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Definition
Telling – high task behavior but low relationship behavior
Selling – high task and relationship Behavior
Participating – low task high Relationship
Delegating – low both |
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Term
| Fielders 3 types of Situational Control |
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Definition
oLeader-member relations – how group supports them
Task Structure – How routinethe job is
Position Power – How much they have |
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Term
| House supported what type of leadership? |
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Definition
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Term
| Bernard Bass and Bruce Avolio created the |
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Definition
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Term
| 2 parts the full range model |
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Definition
Transactional – Focus on Clariying employee roles
Transformational – transform employee to pursue company goals not personal |
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Term
| Transformational key behaviors |
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Definition
Inspirational motivation- provides a vision with Charisma.
Idealized influence- inspire trust among their followers.
Individual consideration- provide empowerment and mentoring to encourage growth
Intellectual stimulation- communicate well and share SWOT |
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Term
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Definition
| Leader Member Exchange - different kinds of relationships with different subordinates. |
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Term
| 4 Factors for Leader Member exchange |
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Definition
1. Affection: whether you like or dislike your boss
2. Professional respect: if you like or dislike your boss based on their expertise and the way they manage themselves and others
3. Loyalty- employee feels his or her boss is loyal to him or her
4. Contribution to work activities: how much effort the employee is willing to give to the supervisor |
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Term
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Definition
| Lead with loyalty and u will retain associates and workers |
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Term
Jim Collins created
THIS IS ON THE TEST |
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Definition
| Level 5 Leadership - organization is a led by a level 5 exec who possesses humility and fearless will to success |
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Term
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Definition
- Level 1 – Highly Capable individual
- Level 2 – Contributing Team Member
- Level 3 – Competent Manager
- Level 4 Effective Leader
- Level 5 – Executive
Level 5 has all of these |
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Term
Macrea develop book 6 secrets on who?
What are the 6 secrets |
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Definition
E - Leaders
- Create a Future not a better status quo
- develop a teachable vision
- let customers set your stategy - Enable a culture of collaberation
- Think globally
- Thrive on information |
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Term
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Definition
how well a particular medium conveys info and promotes learning.
High richness- face to face
Low richness- written media. |
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Term
| Non verbal Communication- convey whats percent % of the meaning of a message. |
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Definition
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Term
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Definition
-Establish Standards
-Measure Performance
-Compare performance to standards
-Take Corrective Action if necessary |
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Term
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Definition
Strategic Control - Head Hancho
Tactical Control – Mddle Manager
Operational Control – First level |
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