Term
|
Definition
| Two or more freely interacting people with shared norms and goals and a common identity. (p.275) |
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Term
|
Definition
| Formed by the organization. (p.276) |
|
|
Term
|
Definition
| Formed by friends or those with common interests. (p.276) |
|
|
Term
| Social networking site (SNS) |
|
Definition
| A Web-enabled community of people who share all types of information. (p.277) |
|
|
Term
|
Definition
| A "we feeling" binding group members together. (p.281) |
|
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Term
|
Definition
| Expected behaviors for a given position. (p.284) |
|
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Term
|
Definition
| Others' expectations exceed one's ability. (p.285) |
|
|
Term
|
Definition
| Others have conflicting or inconsistent expectations. (p.285) |
|
|
Term
|
Definition
| Others' expectations are unknown. (p.285) |
|
|
Term
|
Definition
| Shared attitudes, opinions, feelings, or actions that guide social behavior. (p.287) |
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|
Term
|
Definition
| Rejection by other group members. (p.287) |
|
|
Term
|
Definition
| Task-oriented group behavior (p.290) |
|
|
Term
|
Definition
| Relationship-building group behavior (p.290) |
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|
Term
|
Definition
| Giving in to a unanimous but wrong opinion. (p.296) |
|
|
Term
|
Definition
| Irving Janis's for a cohesive in-group's unwillingness to realistically view alternatives. (p.297) |
|
|
Term
|
Definition
| Decrease in individual effort as group size increases. (p.299) |
|
|
Term
|
Definition
| Small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach. (p.306) |
|
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Term
|
Definition
| Team members satisfied and willing to contribute. (p.310) |
|
|
Term
|
Definition
| Reciprocal faith in others' intentions and behaviors. (p.318) |
|
|
Term
|
Definition
| A personality trait involving one's general willingness to trust others. (p.318) |
|
|
Term
|
Definition
| Being believable through integrity, intent, capabilities and results. (p.319) |
|
|
Term
|
Definition
| A sense of "we-ness" helps group stick together. (p.319) |
|
|
Term
| Socio-emotional cohesiveness |
|
Definition
| Sense of togetherness based on emotional satisfaction. (p.319) |
|
|
Term
| Instrumental cohesiveness |
|
Definition
| Sense of togetherness based on mutual dependency needed to get the job done. (p.319) |
|
|
Term
|
Definition
| Information technology allows group members in different locations to conduct business. (p.323) |
|
|
Term
|
Definition
| Groups of employees granted administrative oversight for their work. (p.325) |
|
|
Term
|
Definition
| Team made up of technical specialists from different areas. (p.325) |
|
|
Term
|
Definition
| Experiential learning aimed at better internal functioning of groups. (p.327) |
|
|
Term
|
Definition
| Identifying and choosing solutions that lead to a desired need result. (p.336) |
|
|
Term
|
Definition
| Logical four-step approach to decision making. (p.337) |
|
|
Term
|
Definition
| Gap between an actual and a desired situation. (p.337) |
|
|
Term
|
Definition
| Speculative forecasting model. (p.337) |
|
|
Term
|
Definition
| Choosing the best possible solution. (p.339) |
|
|
Term
|
Definition
| Explain how decisions actually are made. (p.340) |
|
|
Term
|
Definition
| Constraints that restrict rational decision making. (p.340) |
|
|
Term
|
Definition
| Choosing a solution that meets a minimum standard of acceptance. (p.340) |
|
|
Term
|
Definition
| Holds that decision making is sloppy and haphazard. (p.340) |
|
|
Term
|
Definition
| Rules of thumb or shortcuts that people use to reduce information-processing demands. (p.342) |
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|
Term
|
Definition
| Implementing systems and practices that increase the sharing of knowledge and information throughout an organization. (p.345) |
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|
Term
|
Definition
| Information gained through experience that is difficult to express and formalize. (p.345) |
|
|
Term
|
Definition
| Information that can easily be put into words and shared with others. (p.345) |
|
|
Term
|
Definition
| A combination of how individuals perceive and respond to information. (p.346) |
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|
Term
|
Definition
| Making a choice without the use of conscious thought or logical inference. (p.349) |
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|
Term
|
Definition
| Graphical representation of the process underlying decision making. (p.352) |
|
|
Term
|
Definition
| Presenting options and gaining agreement to support a decision. (p.357) |
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|
Term
|
Definition
| Process to generate a quality of ideas. (p.358) |
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|
Term
|
Definition
| Process to generate ideas and evaluate solutions. (p.358) |
|
|
Term
|
Definition
| Process to generate ideas from physically dispersed experts. (p.359) |
|
|
Term
|
Definition
| Process of developing something unique or new. (p.361) |
|
|
Term
|
Definition
| One party perceives its interests are being opposed or set back by another party. (p.373) |
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|
Term
|
Definition
| Serves organization's interests. (p.375) |
|
|
Term
|
Definition
| Threatens organization's interests. (p.375) |
|
|
Term
|
Definition
| Interpersonal opposition driven by personal dislike or disagreement. (p.377) |
|
|
Term
|
Definition
| A one-time-only day off with pay to allow a problem employee to recommit to the organization's values and mission. (p.379) |
|
|
Term
|
Definition
| Encourages different opinions without protecting management's personal feelings. (p.384) |
|
|
Term
|
Definition
| Assigning someone the role of critic. (p.385) |
|
|
Term
|
Definition
| Fostering a debate of opposing viewpoints to better understand an issue. (p.385) |
|
|
Term
|
Definition
| Conflicting parties involve a third person rather than dealing directly with each other. (p.388) |
|
|
Term
| Alternative dispute resolution |
|
Definition
| Avoiding costly lawsuits by resoling conflict informally or through mediation or arbitration. (p.389) |
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|
Term
|
Definition
| Give-and-take process between conflicting and interdepend. (p.391) |
|
|
Term
|
Definition
| Interpersonal exchange of information and understanding. (p.402) |
|
|
Term
| Perceptual model of communication |
|
Definition
| Process in which receivers create their own meaning. (p.403) |
|
|
Term
|
Definition
| Interference with the transmission and understanding of a message. (p.404) |
|
|
Term
|
Definition
| Any individual attribute that hinders communication. (p.405) |
|
|
Term
|
Definition
| The study of words. (p.406) |
|
|
Term
|
Definition
| Language or terminology that is specific to a particular profession, group, or company. (p.407) |
|
|
Term
|
Definition
| Ability to communicate effectively in specific situations. (p.408) |
|
|
Term
|
Definition
| Messages sent outside of the written or spoken word. (p.409) |
|
|
Term
|
Definition
| Actively decoding and interpreting verbal messages. (p.412) |
|
|
Term
|
Definition
| A person's typical speaking pattern. (p.414) |
|
|
Term
|
Definition
| Temporarily using communication behaviors typical of the other gender. (p.416) |
|
|
Term
| Formal communication channels |
|
Definition
| Follow the chain of command or organizational structure. (p.417) |
|
|
Term
| Informal communication channels |
|
Definition
| Do not follow the chain of command or organizational structure. (p.418) |
|
|
Term
|
Definition
| Unofficial communication system of the informal organization. (p.418) |
|
|
Term
|
Definition
| Those who consistently pass along grapevine information to others. (p.419) |
|
|
Term
|
Definition
| Those who use the grapevine to enhance their power and status. (p.419) |
|
|
Term
| Management by walking around |
|
Definition
| Managers walk around and informally talk to people from all areas and levels. (p.420) |
|
|
Term
|
Definition
| Capacity of a communication medium to convey information and promote understanding. (p.421) |
|
|
Term
| Telecommuting/teleworking |
|
Definition
| Doing work generally performed in the office at home or in other convenient locations using advanced communication technologies. (p.427) |
|
|
Term
|
Definition
| Balancing individual and organizational interests through win-win cooperation. (p.436) |
|
|
Term
|
Definition
| Ability to get things done with human, informational, and material resources. (p.440) |
|
|
Term
|
Definition
| Directed at helping others. (p.441) |
|
|
Term
|
Definition
| Directed at helping oneself. (p.441) |
|
|
Term
|
Definition
| Obtaining compliance with promised or actual rewards. (p.442) |
|
|
Term
|
Definition
| Obtaining compliance through threatened or actual punishment (p.442) |
|
|
Term
|
Definition
| Obtaining compliance through formal authority. (p.442) |
|
|
Term
|
Definition
| Obtaining compliance through one's knowledge or information. (p.442) |
|
|
Term
|
Definition
| Obtaining compliance through charisma or personal attraction. (p.442) |
|
|
Term
|
Definition
| Sharing varying degrees of power with lower-level employees to tap their full potential. (p.445) |
|
|
Term
|
Definition
| Involving employees in various forms of decision making. (p.446) |
|
|
Term
|
Definition
| Granting deciding-making authority to people at lower levels. (p.448) |
|
|
Term
|
Definition
| Going beyond formal job requirements and being an active self-starter. (p.449) |
|
|
Term
|
Definition
| Intentional enhancement of self-interest. (p.452) |
|
|
Term
|
Definition
| Temporary groupings of people who actively pursue a single issue. (p.453) |
|
|
Term
|
Definition
| Getting others to see us in a certain manner. (p.455) |
|
|
Term
|
Definition
| Process whereby an individual influences others to achieve a common goal. (p.467) |
|
|
Term
|
Definition
| Personal characteristic that differentiates leaders from followers. (p.471) |
|
|
Term
| Implicit leadership theory |
|
Definition
| Perceptual theory in which prototypes determine traits of effective leaders. (p.472) |
|
|
Term
|
Definition
| Mental representation of the traits and behaviors possessed by leaders. (p.472) |
|
|
Term
|
Definition
| Creating mutual respect and trust with followers. (p.475) |
|
|
Term
|
Definition
| Organizing and defining what group members should be doing. (p.475) |
|
|
Term
|
Definition
| Propose that leader styles should match the situation at hand. (p.477) |
|
|
Term
|
Definition
| Extent that leader has the support, loyalty, and trust of the work group. (p.478) |
|
|
Term
|
Definition
| Amount of structure contained within work tasks. (p.479) |
|
|
Term
|
Definition
| Degree to which leader has formal power. (p.479) |
|
|
Term
|
Definition
| Variables that influence the appropriateness of a leadership style. (p.480) |
|
|
Term
|
Definition
| Focuses on clarifying employees' roles and providing rewards contingent on performance. (p.484) |
|
|
Term
| Transformational leadership |
|
Definition
| Transforms employees to pursue organizational goals over self-interest. (p.485) |
|
|
Term
|
Definition
| A partnership characterized by mutual trust, respect, and liking. (p.490) |
|
|
Term
|
Definition
| A partnership characterized by a lack of mutual trust, respect, and liking. (p.490) |
|
|
Term
|
Definition
| Simultaneous, ongoing, mutual influence process in which people share responsibility for leading. (p.491) |
|
|
Term
|
Definition
| Focuses on increased service to others rather than to oneself. (p.492) |
|
|
Term
|
Definition
| System of consciously coordinated activities of two or more people. (p.502) |
|
|
Term
| Unity of common principle |
|
Definition
| Each employee should report to a single manager. (p.503) |
|
|
Term
|
Definition
| Boxes-and-lines illustration showing chain of formal authority and division of labor. (p.503) |
|
|
Term
|
Definition
| The number of people reporting directly to a given manager. (p.503) |
|
|
Term
|
Definition
| Provide research, advice, and recommendations to line managers. (p.504) |
|
|
Term
|
Definition
| Have authority to make organizational decisions. (p.504) |
|
|
Term
|
Definition
| A relatively self-sufficient entity. (p.505) |
|
|
Term
|
Definition
| Organism that must consistently interact with its environment to survive. (p.505) |
|
|
Term
|
Definition
| Proactively creates, acquires, and transfers knowledge throughout the organization. (p.507) |
|
|
Term
| Contingency approach to organizational design |
|
Definition
| Creating an effective organization-environment fit. (p.511) |
|
|
Term
| Mechanistic organizations |
|
Definition
| Rigid, command-and-control bureaucracies. (p.512) |
|
|
Term
|
Definition
| Fluid and flexible networks of multitalented people. (p.512) |
|
|
Term
| Centralized decision making |
|
Definition
| Top managers make all key decisions. (p.513) |
|
|
Term
| Decentralized decision making |
|
Definition
| Lower-level managers are empowered to make important decisions. (p.513) |
|
|
Term
|
Definition
| Any group of people with a stake in the organization's operation or success. (p.519) |
|
|
Term
|
Definition
| Systematic identification of all parties likely to be affected by the organization. (p.519) |
|
|
Term
|
Definition
| Decrease in organization's resource base (money, customers, talent, innovation). (p.521) |
|
|
Term
| Organizational narcissism |
|
Definition
| Organizational tendency to deny facts, use self-aggrandizement, and feel entitled. (p.522) |
|
|
Term
|
Definition
| Creation of something new that is used by consumers. (p.523) |
|
|
Term
|
Definition
| Starting point of organizational innovation. (p.526) |
|
|
Term
|
Definition
| Process of discussing hows and whats, questioning, following through, and ensuring accountability. (p.527) |
|
|
Term
| External forces of change |
|
Definition
| Originate outside the organization. (p.535) |
|
|
Term
| Internal forces for change |
|
Definition
| Originate inside the organization. (p.538) |
|
|
Term
|
Definition
| Process by which a company compares its performance with that of high-performing organizations. (p.540) |
|
|
Term
|
Definition
| Summarizes "why" an organization exists. (p.541) |
|
|
Term
| Target elements of change |
|
Definition
| Components of an organization that may be changed. (p.543) |
|
|
Term
| Organizational development |
|
Definition
| A set of techniques or tools used to implement planned organizational change. (p.545) |
|
|
Term
|
Definition
| Individual who is a catalyst in helping organizations to implement change. (p.546) |
|
|
Term
|
Definition
| Emotional/behavioral response to real or imagined work changes. (p.549) |
|
|
Term
|
Definition
| Composite personal characteristic reflecting high self-esteem, optimism, and an internal locus of control. (p.550) |
|
|
Term
|
Definition
| To either confront stressors or try to avoid them. (p.554) |
|
|
Term
|
Definition
| Behavioral, physical, or psychological response to stressors. (p.555) |
|
|
Term
|
Definition
| Stress that is good or produces a positive outcome. (p.555) |
|
|
Term
|
Definition
| Environmental factors that produce stress. (p.555) |
|
|
Term
|
Definition
| Determining whether a stressor is irrelevant, positive, or stressful. (p.557) |
|
|
Term
|
Definition
| Assessing what might be done to reduce stress. (p.557) |
|
|
Term
|
Definition
| Coping strategy that directly confronts or solves a problem. (p.557) |
|
|
Term
|
Definition
| Coping strategy that voids or ignores stressors or problems. (p.558) |
|
|
Term
| System management strategy |
|
Definition
| Coping strategy that focuses on reducing the symptoms of stress. (p.558) |
|
|
Term
|
Definition
| Amount of helpfulness derived from social relationships. (p.559) |
|
|
Term
|
Definition
| Personality characteristic that neutralizes stress. (p.559) |
|
|
Term
|
Definition
| Aggressively involved in a chronic, determined struggle to accomplish more in less time. (p.560) |
|
|
Term
| Employee assistance programs |
|
Definition
| Help employees to resolve personal problems that affect their productivity. (p.563) |
|
|
Term
| Holistic wellness approach |
|
Definition
| Advocated personal responsibility for healthy living. (p.563) |
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