Term
|
Definition
| process of guiding the activities of organization members in appropriate directions |
|
|
Term
|
Definition
| capacity of people to recognize their own feelings and the feelings of others to motivate themselves, and to manage their own emotions as well as the emotions in relationships with others |
|
|
Term
|
Definition
| process of sharing info with others |
|
|
Term
|
Definition
| person in the interpersonal communication situation who originates and encodes info to be shared with others. |
|
|
Term
|
Definition
| encoded information that the source intends to share |
|
|
Term
|
Definition
| person(s) with whom the source is attempting to share info with |
|
|
Term
|
Definition
| interpersonal communication situation in which the information the source intends to share with the destination and the meaning the destination derives from the transmitted message match up |
|
|
Term
| unsuccessful communication |
|
Definition
| an interpersonal communication situation in which the information the source shares and meaning differ. |
|
|
Term
| communication macro barriers |
|
Definition
| factors that hinder successful communication in a general communication situation such as more info, more complex info, foreign languages, and learning new concepts. |
|
|
Term
| communication micro barriers |
|
Definition
| a factor hat hinders successful communication in a specific communication situation such as view of the destination, message interference, view of the source, perception, and multi-meaning words. |
|
|
Term
|
Definition
| Stimuli that compete with the communication message for the attention of the destination |
|
|
Term
|
Definition
| An individual’s interpretation of a message |
|
|
Term
|
Definition
| The destination’s reaction to a message |
|
|
Term
|
Definition
| Communication that uses either spoken or written words to share information with others |
|
|
Term
|
Definition
| The sharing of information without using words to encode thoughts |
|
|
Term
| organizational communication |
|
Definition
| interpersonal communication within organizations that directly relates to the goals, functions, and structure of human organizations |
|
|
Term
|
Definition
| Passing information from one individual to another in a series |
|
|
Term
| formal organizational communication |
|
Definition
| Organizational Communication that follows the lines of the organization chart |
|
|
Term
| informal organizational communication |
|
Definition
| organizational communication that does not follow the lines of the organization chart |
|
|
Term
|
Definition
| The informal organizational communicational network |
|
|
Term
|
Definition
| process of directing the behavior of others toward the accomplishment of an objective |
|
|
Term
| Trait approach to leadership |
|
Definition
| Research that assumed that a good leader is born, not made |
|
|
Term
| Situational approach to leadership |
|
Definition
| Each instance of leadership is different and therefore requires a unique combination of leaders, followers, and leadership situation |
|
|
Term
| Vroom-Yetton-Jago model of leadership |
|
Definition
| Focuses on how much participation allows its subordinates in the decision making process |
|
|
Term
|
Definition
| Any leadership activity that delineates the relationship between the leader and the leader’s followers or establishes well-defined procedures followers should adhere to in performing their jobs. |
|
|
Term
|
Definition
| Leadership behavior that reflects friendship, mutual trust, respect, and warmth in the relationship between leader and followers |
|
|
Term
|
Definition
| The behavior a leader exhibits while guiding organization members in appropriate directions. |
|
|
Term
|
Definition
| Leader behavior that focuses primarily on the work a subordinate is doing. |
|
|
Term
| Employee-centered behavior |
|
Definition
| Leadership behavior that focuses primarily on subordinates as people |
|
|
Term
| Life cycle theory of leadership |
|
Definition
| A rationale for linking leadership styles with various situations to ensure effective leadership |
|
|
Term
|
Definition
| The idea that successful leaders must change their leadership styles as they encounter different situations |
|
|
Term
| Contingency theory of leadership |
|
Definition
| leader-member relations, task structure, and the position power of the leader are the three primary factors that should be considered when moving leaders into situations appropriate for the leadership styles |
|
|
Term
|
Definition
| The degree to which the leader feels accepted by the followers |
|
|
Term
|
Definition
| The degree to which the goals-the work to be done- and other situational factors are outlined clearly |
|
|
Term
|
Definition
| determined by the extent to which the leader has control over the rewards and punishments followers receive |
|
|
Term
| Path-control theory of leadership |
|
Definition
| The primary activities of a leader are to make desirable and achievable rewards available to organizational members who attain organizational goals and to clarify he kinds of behaviors to be performed to earn those rewards |
|
|
Term
|
Definition
| Aimed at telling followers what to do and how to do it |
|
|
Term
|
Definition
| Aimed at being friendly with followers and showing interest in them as human beings |
|
|
Term
|
Definition
| Aimed at seeking suggestions from followers regarding business operations to the extent that followers are involved in making important business decisions |
|
|
Term
|
Definition
| Aimed at setting challenging goals for followers to reach and expressing and demonstrating confidence that they will measure up to the challenge |
|
|
Term
| Transformational leadership |
|
Definition
| leadership that inspires organizational success by profoundly affecting followers' beliefs in what organization should be, as well as their values, such as justice and integrity |
|
|
Term
|
Definition
| Leadership that instructs followers on how to meet the special organizational challenges they face |
|
|
Term
|
Definition
| Leading by showing others how to lead themselves |
|
|
Term
|
Definition
| An approach to leading in which leaders view their primary role as helping followers in their quests to satisfy personal needs, aspirations, and interests |
|
|
Term
| Entrepreneurial leadership |
|
Definition
| Leadership that is based on the attitude that the leader is self-employed |
|
|
Term
|
Definition
| Inner state that causes an individual to behave in in a way that ensures the accomplishment of some goal |
|
|
Term
| Process theory of motivation |
|
Definition
| An explanation of motivation that emphasizes how individuals are motivated |
|
|
Term
| Content theory of motivation- |
|
Definition
| An explanation of motivation that emphasizes peoples internal characteristics |
|
|
Term
| Needs-goals theory of motivation |
|
Definition
| A motivational model that hypothesizes that felt needs cause human behavior |
|
|
Term
|
Definition
| A motivational theory hypothesizes that felt needs cause human behavior and motivation strength depends on an individual’s degree of desire to perform that behavior |
|
|
Term
|
Definition
| An individual's degree of desire to perform a behavior |
|
|
Term
|
Definition
| An individuals perceived fairness of an employment situation and finds that perceived inequities can lead to changes in behavior |
|
|
Term
|
Definition
| a motivational theory that hypothesizes that felt needs cause human behavior and that motivation strength is determined by the value of the result of performing said behavior and the probability of the result happening because of the behavior |
|
|
Term
|
Definition
| Reward that comes directly from performing the task |
|
|
Term
|
Definition
| A reward that is extraneous to the task accomplished |
|
|
Term
|
Definition
| need that relates to the normal functioning of the body such as water, food, air, rest, and sex |
|
|
Term
|
Definition
| an individual’s desire to be free from harm, including bodily harm and economic disaster |
|
|
Term
|
Definition
| The desire for love, companionship, and friendship |
|
|
Term
|
Definition
| The desire for respect; self-respect and respect from others. |
|
|
Term
|
Definition
| The desire to maximize whatever potential an individual possesses |
|
|
Term
|
Definition
| The need for physical well-being |
|
|
Term
|
Definition
| The need for satisfying interpersonal relationships |
|
|
Term
|
Definition
| The need for continuing personal growth and development |
|
|
Term
|
Definition
| An explanation of human needs that divides them into three basic types: existence needs, relatedness needs, and growth needs-goals |
|
|
Term
| Argyris's maturity-immaturity continuum- |
|
Definition
| A concept that furnishes insights into human needs by focusing on an individual's natural progress from immaturity to maturity |
|
|
Term
| Mcclelland's acquired needs theory |
|
Definition
| An explanation of human needs that focuses on the desires for achievement, power, and affiliation that people develop as a result of their life experience |
|
|
Term
|
Definition
| The desire to do something better or more efficiently than it has ever been done before |
|
|
Term
|
Definition
| The desire to control, influence, or be responsible for others |
|
|
Term
|
Definition
| The desire to maintain close, friendly, personal relationships |
|
|
Term
|
Definition
| A set of negative assumptions about human behavior |
|
|
Term
|
Definition
| A set of positive assumptions about human nature |
|
|
Term
|
Definition
| The effectiveness dimension that implies that managers who use either Theory X/Y assumptions when dealing with people can be successful, depending on their situation |
|
|
Term
|
Definition
| Moving workers from job to job rather than requiring them to perform only one simple and specialized job over the long term |
|
|
Term
|
Definition
| Increasing the number of operations an individual performs, to enhance the individual's satisfaction in work |
|
|
Term
|
Definition
| Items that influence job dissatisfaction |
|
|
Term
|
Definition
| Factors that influence job satisfaction |
|
|
Term
|
Definition
| Process of incorporating motivators into a job situation |
|
|
Term
|
Definition
| A flexible working hours program that allows workers to complete their jobs within a work week of a normal number of business hours that they arrange themselves |
|
|
Term
|
Definition
| Encouraging appropriate behavior by controlling the consequences of that behavior |
|
|
Term
|
Definition
| A reward that consists of a desirable consequence of behavior |
|
|
Term
|
Definition
| A reward that consists of the elimination of an undesirable consequence of behavior |
|
|
Term
|
Definition
| The presentation of an undesirable behavior consequence or the removal of a desirable behavior consequence that decreases the likelihood the behavior will continue |
|
|
Term
|
Definition
| Moving workers from job to job rather than requiring them to perform only one simple and specialized job over the long term |
|
|
Term
|
Definition
| The ability to generate original ideas or new perspectives on existing ideas |
|
|
Term
|
Definition
| Process of applying a new idea to the improvement of organizational processes, products, or services |
|
|
Term
|
Definition
| The steps managers take to implement creative ideas |
|
|
Term
|
Definition
| The step of the innovation process that establishes a new idea that could help the organization be more successful |
|
|
Term
|
Definition
| Idea that focuses on invention that enhances the use of technology within organizations |
|
|
Term
|
Definition
| Ideas that focus on invention that develops new product or services, or enhances existing products or services |
|
|
Term
|
Definition
| Ideas that focus on inventions for improving a manufacturing process |
|
|
Term
|
Definition
| Ideas that focus on invention relating to the way in which the organization is managed |
|
|
Term
|
Definition
| A step of the innovation process that makes a new idea practical |
|
|
Term
|
Definition
| A step of the innovation process that puts a new idea to use by end users or customers |
|
|
Term
|
Definition
| Step of the innovation process that establishes an invention as a permanent part of the organization |
|
|
Term
|
Definition
| A step of the innovation process in which a newly implemented idea is tracked to determine if and when the idea should be improved or terminated |
|
|
Term
| Total Quality Management (TQM) |
|
Definition
| How well a product does what it is supposed to do |
|
|
Term
|
Definition
| Any number of people who interact with each other, are psychologically aware of each other, and perceive themselves to be a group |
|
|
Term
|
Definition
| A group that exists within an organization by virtue of management decree to perform tasks that enhance the attainment of organizational objectives |
|
|
Term
|
Definition
| A formal group that is outlined in the chain of command on an organization chart. Command groups handle routine activities |
|
|
Term
|
Definition
| A formal group of organization members that interact with one another to accomplish most of the organization's non-routine tasks. |
|
|
Term
|
Definition
| A group of individuals charged with performing some type of specific activity and is usually classified as a task group |
|
|
Term
|
Definition
| The mode of thinking that group members engage in when the desire for agreement so dominates the group that it overrides the need to realistically appraise alternative problem solutions |
|
|
Term
|
Definition
| A task group used in organizations to achieve greater organizational flexibility or to cope with rapid growth |
|
|
Term
|
Definition
| A collection of individuals whose common work experience result in the development of a system of interpersonal relations that extend beyond those established by management |
|
|
Term
|
Definition
| An informal group that gains and maintains membership primarily because of common concern members have about a specific issue. |
|
|
Term
|
Definition
| An informal group that forms in organizations because of the personal affiliation members have with one another. |
|
|
Term
|
Definition
| An analytical tool that can be used to determine what informal groups exist in an organization and who the leaders and members of those groups are |
|
|
Term
|
Definition
| A sociometric diagram that summarizes that summarizes the personal feelings of organization and who the leaders about the people in the organization with whom they would like to spend free time. |
|
|
Term
|
Definition
| A group whose members influence one another toward the accomplishment of organizational objectives. |
|
|
Term
|
Definition
| An organizational team set up to help eliminate a specified problem within the organization. |
|
|
Term
|
Definition
| An organizational tea, that plans, organizes, influences, and controls its own work situation with only minimal intervention and direction from management |
|
|
Term
|
Definition
| An organizational team composed of people from different functional areas of the organization who are all focused on a specified objective. |
|
|
Term
|
Definition
| The first stage of the team development process, during which members of the newly formed team become oriented to the team and acquainted with one another as they explore issues related to their new job situation |
|
|
Term
|
Definition
| The 2nd stage of the team development process, is characterized by conflict an disagreement as team members try to clarify their individual roles and challenge the way the team functions |
|
|
Term
|
Definition
| The 3rd stage of the team development process, is characterized by agreement among team members on roles, rules, and acceptable behavior while working on the team |
|
|
Term
|
Definition
| The 4th stage of the team development process, is characterized by a focus on solving organizational problems and meeting assigned challenges |
|
|
Term
|
Definition
| The fifth and last stage of the team development process, is the stage in which the team finishes its job and prepares to disband |
|
|
Term
|
Definition
| A set of shared values that organization members have regarding the functioning and existence of their organization |
|
|
Term
|
Definition
| A mini-culture within an organization that can reflect the values and beliefs of a specific segment of an organization formed along lines such as established departments or geographic regions |
|
|
Term
| Dominant organization culture |
|
Definition
| The shared values about organizational functioning held by the majority of organization members |
|
|
Term
|
Definition
| A document that reflects the core values of an organization and suggests how organization members should act in relation to them |
|
|
Term
|
Definition
| An organization culture characterized by a strong internal focus with a high degree of flexibility and discretion |
|
|
Term
|
Definition
| An organization culture characterized by flexibility and discretion along with an external focus |
|
|
Term
|
Definition
| An organization culture characterized by an internal focus along with an emphasis on stability and control |
|
|
Term
|
Definition
| An organization culture that reflects values that emphasize stability and control along with an external focus |
|
|
Term
| Organizational commitment |
|
Definition
| Defined as the dedication of organization members to uphold the values of the organization and to make worthwhile contributions to fulfilling organizational purpose |
|
|
Term
| Quality dimension of organization culture |
|
Definition
| An element of organization culture that focuses on making sure that a product, in the opinion of the customer, does what it is supposed to do |
|
|
Term
| Ethics dimension of organization culture |
|
Definition
| A facet of organization culture that focuses on making sure that an organization emphasizes not only what is good for the organization, but what is good for other human beings |
|
|
Term
| Innovation dimension of organization culture |
|
Definition
| An aspect of organization culture the application of new ideas to the improvement of organization, processes, products, or services |
|
|
Term
| Spirituality dimension of organization culture |
|
Definition
| An aspect of organization culture that encourages organization members to integrate spiritual life and work life |
|
|
Term
| Diversity dimension of organization culture |
|
Definition
| A component of organization culture that encourages the existence of basic human differences among organization members |
|
|
Term
| Customer dimension of organization culture |
|
Definition
| A facet of organization culture that focuses on catering to the needs of those individuals who buy goods or services produced |
|
|
Term
|
Definition
| The beliefs of a person or social group in which they have an emotional investment |
|
|
Term
|
Definition
| A formally drafted document that summarizes the primary values within the culture of a specific organization |
|
|
Term
|
Definition
| A popular belief or story has become associated with a person or institution that is considered to illustrate an organization culture ideal |
|
|
Term
|
Definition
| A narrative describing the adventures of a heroic individual or family significantly linked to an organization's past or present |
|
|
Term
| Organizational storytelling |
|
Definition
| The act of passing organizational myths and sagas to other organization members |
|
|
Term
|
Definition
| Objects that have meanings beyond their intrinsic content |
|
|
Term
|
Definition
| Formal activities conducted on important organizational occasions |
|
|
Term
| Organizational socialization- |
|
Definition
| The process of establishing orderly uses for resources within the management system |
|
|
Term
| Healthy organization culture |
|
Definition
| An organization culture that facilitates the achievement of the organization's mission and objectives |
|
|
Term
| Unhealthy organization culture |
|
Definition
| An organization culture that does not facilitate the accomplishment of the organization's mission and objectives |
|
|
