Term
| 4 events that led to a cultural approach of exploring organizations |
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Definition
1. early pioneers
2. competitive pressure
3. Frustrations w rational approaches to studying organizations
4. social trends |
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Term
| in the cultural approach organizations are ________ |
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Definition
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Term
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Definition
| set of artifacts, values and assumptions that emerge from the interaction of organization members |
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Term
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Definition
| focus on language, performance, formal and informal practices, and displays of meaningful artifacts |
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Term
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Definition
1 symbols:concrete indication of abstract values
2 organizational languages
3 narratives: convey feelings and experiences of organization members
4 practices
5 context: shaping of a culture by time, place, circumstances, symbols |
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Term
| 3 orientations to organizational culture |
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Definition
1 Object: culture can be measured and altered to influence discourse. "How does the culture shape discourse?" Culture is its own entity that creates discourse. culture exists prior to discourse.
2 Becoming: Culture is always growing and never fixed. Discourse is ongoing and produces culture. "How is discourse culturing?" discourse possesses cultural properties. culture is present and discourse exists first.
3 Grounded in Action: assumes discourse and culture are mutually in power. |
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Term
| organizational assimilation |
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Definition
| process through which employees enter, become integrated with, and leave the organization |
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Term
| socialization and individualization |
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Definition
socialization: organization molds employee
individualization: employee molds organization |
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Term
| Dynamic Model of Organizational Assimilation 7 things |
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Definition
Familiarity w supervisor
Familiarity w coworkers
Acculturation: understanding culture
Recognition: Identified as valuable
Involvement
Role negotiation
Job competency |
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Term
| Four stages of organizational assimilation |
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Definition
Anticipatory Socialization: newcomers form expectations regarding particular occupations and what being a member of the org. is like. V.A.S. consists of expectations formed during childhood. O.A.S. is the info gathered during the job search.
Entry: the newcomer still hasnt gained 'insider' status
Metamporphasis: the employee finally begins changing some behaviors and expectations to meet the standards of his new environment
Exit: process rather than event |
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Term
| 3 types of info sought out during entry phase |
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Definition
Technical: how to perform job
Appraisal: feedback about performance
Relational: nature of social connections |
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Term
| 7 questions every employee wants answered |
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Definition
1. what is my job
2. how am i doing
3. does anyone care.
4. How does my job contribute to the team
5. How is the team doing
6. How does the team contribute to the organization
7. How is org doing in competitive environment |
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Term
| 7 tactics employees use to actively seek information to reduce their uncertainty |
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Definition
1. overt questions: ask direct questions
2. indirect questions: hinting/covertly asking questions
3. Testing: breaking a rule or doing something and observing how people react
4. 3rd party questions: information is solicited from source other than the primary target of info
5. Disguising conversations
6. Observing
7. Surveillance |
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Term
| peer coworker relationship |
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Definition
| relationship between coworkers at same level |
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Term
| 3 types of peer coworker relationships |
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Definition
information: acquaintance, limited interaction, only talk about work
collegial: combo of coworker and friend, talk about work and life
special: friend, evolves from work. talk about personal lives |
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Term
| Factors that lead to development of peer coworker relationships |
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Definition
Interpersonal: need to be affiliated with others; similarity in appearance, personality, attitudes; positive affect liking for one another
Contextual: proximity and work related problems |
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Term
| functions of peer coworker relations |
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Definition
| mentoring; info exchange; power, control, and influence pressure to conform; social support: messages that help convey, help and comfort, instrumental: tangible forms of assistance, informational: advice and technical assistance |
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Term
| factors that lead to deterioration of peer relationships |
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Definition
| problem personality, distracting life events, conflicting expectations |
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Term
| why are workplace romances pursued |
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Definition
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Term
| supervisor-subordinate relationships |
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Definition
| relationship where one person has power over another |
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Term
| supervisor communication acts |
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Definition
| job instructions, job rationale, org procedures, feedback regarding subordinate performance, socialization into org, compliance gaining |
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Term
| subordinate communication acts |
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Definition
| info about self, policies and coworkers. Feedback about performance, relational maintenance and dissent |
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Term
| leader member exchange theory |
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Definition
| supervisors form different types of relationships due to limited time and resources that vary based on quality. |
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Term
| functions of supervisor-subordinate relationships |
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Definition
leadership-inspiring followers toward goals
feedback-info regarding employee performance
mentoring-showing newcomers the ropes
providing needed info |
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Term
| factors that impact development of supervisor-subordinate relationships |
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Definition
| ability, personality, similarity |
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Term
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Definition
| process of influence that takes place thru comm to achieve goals or produce change from a collection of people |
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Term
| difference between leadership and mgmt |
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Definition
mgmt is about doing things right.
leadership is about doing the right thing. |
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Term
| trait approach to leadership |
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Definition
| leaders are born, individuals are predisposed to be leaders by their physical appearance and abilities |
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Term
| Leadership style approach and 3 styles used |
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Definition
leaders possess certain techniques to influence.
autocratic: use of legit power, authority and control
democratic: sharing of authority with followers
laissez-faire: allows employees to mainly work without instruction |
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Term
| Situational approach to leadership |
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Definition
| leadership depends on tasks, power and size of work group. leaders act based on readiness of employees. |
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Term
| readiness levels of employees |
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Definition
ability or willingness to accomplish goals
R1 unwilling and unable
R2 unable but willing
R3 able but unwilling
R4 able and willing |
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Term
| Transformational leadership approach |
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Definition
| leaders are agents of change who communicate and create inspiring vision |
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Term
| 5 actions essential to transformational leadership |
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Definition
challenge
inspire
enable
model
encourage |
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Term
| Followership approach to leadership |
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Definition
| dialectic where leading and following reinforce each other. |
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Term
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Definition
sheep: passive and critical, told what to do
conformist: active, energetic and uncritical
alienated follower: critical thinkers with negative attitudes. told what to do
pragmatic follower: adaptable without taking strong stances
exemplary follower: highly committed, high standards, critical thinkers with initiative |
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Term
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Definition
mutual understanding of comm rules
minimal upward distortion
upward influence
openness
supportiveness |
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