Term
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Definition
| a field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations |
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Term
| Human Resource Management |
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Definition
| takes the theories and principles studied in OB and explores the "nuts and bolts" applications of those principles in organizations |
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Definition
| focuses on the product choices and industry characteristics that affect an organization's profitability |
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Definition
| a model that argues that rare and inimitable resources help firms maintain competitive advantage |
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| a collective pool of experience, wisdom and knowledge that benefits an oranization |
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Definition
| people making many small decisions every day that are invisible to competitors |
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Term
| socially complex resources |
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Definition
| resources created by people, such as culture, teamwork, trust and reputation. the sources of competitive advantage is known but the method of replicating the advantage is unclear |
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Definition
| the belief that at best 1/8 or 12% of organizations will actually do what is required to build profits by putting people first |
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Definition
| people hold firmly to some belief because it is consistent with their own experience and observations |
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Definition
| people hold firmly to some belief because it "just stands to reason"-- it seems obvious or self-evident |
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Definition
| people hold firmly to some belief because some respected official, agency or source has said it is so |
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Definition
| people accept some belieft because scientific studies have tended to replicate that result using a series of samples, settings and methods |
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Definition
| a collection of assertions--both verbal and symbolic--that specify how and why variables are related, as well as the conditions in which they should (and should not) be related |
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| written predictions that specify relationships between variables |
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| describes the statistical relationship between two variables |
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| establishing that one variable really does cause another |
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| a method that combines the results of multiple scientific studies by essentially calculating a weighted average correlation across studies (with larger studies receiving more weight) |
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| evidence based management |
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Definition
| perspective that argues that scientific finding should form the foundation for management education, much as they do for medical education |
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Definition
| the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment |
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Definition
| employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces |
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Definition
| well known responses to demands that occur in a normal, routine or otherwise predictable way |
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| adaptive task performance (adaptability) |
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Definition
| involves employee responses to task demands that are novel, unusual or, at the very least, unpredictable |
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Term
| creative task performance |
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Definition
| the degree to which individuals develop ideas or physical outcomes that are both novel and useful |
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Definition
| a process by which an organization determines requirements of specific jobs |
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Term
| Occupational Information Network (O*NET) |
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Definition
| an online database containing job tasks, behaviors, required knowledge, skills and abilities |
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Definition
| voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting in which work takes place |
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Term
| interpersonal citizenship behavior |
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Definition
| going beyond normal job expectations to assist, support, and develop coworkers and colleagues |
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Definition
| assisting coworkers who have heavy workloads, aiding them with personal matters and showing new employees the ropes when they first arrive on the job |
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Definition
| keeping coworkers informed about matters that are relevant to them |
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Term
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Definition
| involves maintaining a good attitude with coworkers, even when they've done something annoying or when the unit is going through tough times |
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| organizational citizenship behavior |
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Definition
| benefit the larger organization by supporting and defending the company, working to improve its operations and being especially loyal to it |
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Definition
| involves speaking up and offering constructive suggestions for change |
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Definition
| participating in the company's operations at a deeper than normal level by attending voluntary meetings and functions, reading and keeping up with organizational announcements and keeping abreast of business news that affects the company |
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Definition
| representing the organization ini a positive way when out in public, away from the office and away from work |
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Term
| counterproductive behavior |
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Definition
| employe behaviors that intentionally hinder organizational goal accomplishment |
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Definition
| behaviors that harm the organizations assets and possessions |
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Definition
| the purposeful destruction of physical equipment, organizational processes, or company products |
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Definition
| stealing company products or equipment from the organization |
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Definition
| directed against the organization but focuses specifically on reducing the efficiency of work output |
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Definition
| most common form of production deviance; when employees use too many materials or too much time to do little work |
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Definition
| the abuse of drugs or alcohol before coming to work or while on the job |
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Definition
| behaviors that intentionally disadvantage other individuals rather than the larger organization |
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Definition
| casual conversations about other people in which the facts are not confirmed as true (one form of political deviance) |
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Definition
| communication thats rude, impolite, discourteous and lacking in good manners |
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Definition
| hostile verbal and physical actions directed toward other employees |
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Definition
| occurs when employees are subjected to unwanted physical contact or verbal remarks from a colleague (personal aggression) |
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Definition
| occurs when an employee is assaulted or endangered in such a way hat physical and psychological injuries may occur (personal aggression) |
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Definition
| jobs that primarily involve cognitive activity versus physical activity |
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Term
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Definition
| work that provides non-tangible goods to customers through direct electronic, verbal, or physical interaction |
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Term
| management by objectives (MBO) |
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Definition
| management philosophy that bases an employees evaluations on whether the employee's evaluations on whether the employee achieves specific performance goals |
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Term
| behaviorally anchored rating scales (BARS) |
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Definition
| assess performance by directly assessing job performance behaviors |
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Term
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Definition
| involves collecting performance information not just from the supervisor but from anyone else who might have firsthand knowledge about the employee's performance behaviors |
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Definition
| a performance management system in which manages rank subordinates relative to one another; popularly known as "rank and yank," (vitality curve) |
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Term
| organizational commitment |
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Definition
| the desire on the part of an employee to remain a member of the organization |
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Term
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Definition
| a set of actions that employees perform to avoid the work situation--behaviors that may eventually culminate in quitting the organization |
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Definition
| a desire to remain a member of an organization due to an emotional attachment to, and involvement with, that organization. stay because you want to |
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Term
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Definition
| a desire to remain a member of an organization because of an awareness of the costs associated with leaving it. stay because you need to |
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Term
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Definition
| a desire to remain a member of an organization due to a feeling of obligation. because you ought to |
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Term
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Definition
| the various people, places, and things that can inspire a desire to remain a member of an organization |
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Term
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Definition
| suggests that employees with fewer bonds will be most likely to quit the organization |
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Term
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Definition
| suggests that employees who have direct linkages with "leavers" will themselves become more likely to leave |
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Term
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Definition
| summarizes emplyees links to their organization and community, their sense of fit with their organization and community and what they would have to sacrifice for a job change. strengthens continuance commitment |
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Definition
| an active, destructive response by which an individual either ends or restricts organizational membership |
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Definition
| an active, constructive response in which individuals attempt to improve the situation |
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Definition
| passive, constructive response that maintains public support for the situation while the individual privately hopes for improvement |
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Term
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Definition
| passive, destructive response in which interest and effort in the job declines |
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Definition
| possess high commitment and high performance and are held up as role models for other employees |
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Term
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Definition
| possess high commitment and low task performance but perform many of the voluntary "extra-role" activities that are needed to make the organization function smoothly |
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Term
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Definition
| possess low levels of organizational commitment but high levels of task performance and are motivated to achieve work goals for themselves, not necessarily for their company |
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Term
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Definition
| possess low levels of both organizational commitment and task performance and merely exert the minimum level of effort needed to keep their jobs |
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Term
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Definition
| consists of actions that provide a mental escape from the work environment |
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Term
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Definition
| when employees appear to be working but are actually distracted by random thoughts or concerns |
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Term
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Definition
| the verbal chatting about non work topics that goes on in cubicles and offices or at the mailbox or vending machines |
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Term
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Definition
| indicates an intentional desire on the part of employees to look like they're working, even when not performing work tasks |
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Term
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Definition
| using work time and resources to complete something other than their job duties such as assignments for another job |
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Term
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Definition
| using internet, email and instant messaging access for their personal enjoyment rather than work duties |
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Term
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Definition
| actions that provide a physical escape, whether short term or long term, from the work environment |
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Term
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Definition
| the tendency to arrive at work late or leave work early |
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Term
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Definition
| longer than normal lunches, soda breaks, coffee breaks and so forth that provide a physical escape from work |
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Definition
| employees neglect important work functions while away from the office |
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Definition
| occurs when employees miss an entire day of work |
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Definition
| voluntarily leaving the organization |
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Term
| independent forms model of withdrawal |
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Definition
| argues that the various withdrawal behaviors are uncorrelated with one another, occur for different reasons and fulfill different needs on the part of employees |
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Term
| compensatory forms model of withdrawal |
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Definition
| argues that the various withdrawal behaviors negatively correlate with one another--that doing one means your're less likely to do another |
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Term
| progression model of withdrawal |
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Definition
| argues that the various withdrawal behaviors are positively correlated |
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Term
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Definition
| reflect employees beliefs about what they owe the organization and what the organization owes them |
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Definition
| based on a narrow set of specific monetary obligations |
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Term
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Definition
| based on a broader set of open-ended and subjective obigations |
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Term
| perceived organizational support |
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Definition
| reflects the degree to which employees believe that organization values their contributions and cares about their well-being |
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Term
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Definition
| consists of two or more people who work interdependently over some time period to accomplish common goals related to some task oriented purpose |
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Term
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Definition
| designed to relatively permanent. their purpose is to produce goods or provide services and the generally require a full time commitment from their members |
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Term
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Definition
| participate in managerial-level tasks that affet the entire organization |
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Term
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Definition
| composed of members from various jobs who provide recommendations to managers about important issues that run "parallel" to the organization's production process |
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Term
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Definition
| formed to take on "one time" tasks that are generally complex and require a lot of input from members with different types of training and expertise |
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Term
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Definition
| formed to take on "one time" tasks that are generally complex and require a lot of input from members with different types of training and expertise |
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Term
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Definition
| perform tasks that are normally limited in duration, however those tasks are quite complex and take place in contexts that are either highly visible to an audience or of a highly challenging nature |
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Term
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Definition
| teams in which the members are geographically dispersed and interdependent activity occurs through electronic communications |
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Term
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Definition
| members orient themselves by trying to understand their boundaries in the team. try and get a feel for what is expected of them, what types of behaviors are out of bounds and who's in charge |
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Term
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Definition
| members remain committed to ideas they bring with them to the team. this initial unwillingness to accommodate others ideas triggers conflict that negatively affects some interpersonal relationships and harms the teams progress |
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Term
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Definition
| members remain committed to ideas they bring with them to the team. this initial unwillingness to accommodate others ideas triggers conflict that negatively affects some interpersonal relationships and harms the teams progress |
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Term
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Definition
| members realize that they need to work together to accomplish teams goals, and consequently they begin to cooperate with one another. feelings of solidarity develop |
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Term
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Definition
| members are comfortable working within their roles and the team makes progress toward goals |
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Term
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Definition
| members experience anxiety and other emotions as they disengage and ultimately separate from the team |
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Term
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Definition
| a sequence of team development during which not much gets done until the halfway point of a project, after which teams make necessary changes to complete the project on time |
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Term
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Definition
| refers to the degree to which team members interact with and rely on other team members for the information, materials and resources needed to accomplish work for the team |
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Term
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Definition
| group members complete their work assignments independently and then this work is simply "piled up" to represent the groups output |
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Term
| sequential interdependence |
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Definition
| different tasks are done in a prescribed order and the group is structured such that the members specialize in these tasks |
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Term
| reciprocal interdependence |
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Definition
| members are specialized to perform specific tasks. however instead of a strict sequence of activities, members interact with a subset of other members to complete the teams work |
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Term
| comprehensive interdependence |
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Definition
| each member has a great deal of discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the teams work |
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Term
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Definition
| exists when team members have a shared vision of the teams goal and align their individual goals with that vision as a result |
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Term
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Definition
| exists when team members share in the rewards that the team earns e.g. pay, bonuses, formal feedback and recognition, pats on the back, extra time off and continued team survival |
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Definition
| the mix of people who make up the team |
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Term
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Definition
| a pattern of behavior that a person is expected to display in a given context |
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Definition
| the leader makes decisions for the team and provides direction and control over members who perform assigned tasks |
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Definition
| refer to behaviors that directly facilitate the accomplishment of team tasks |
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Definition
| refer to behaviors that influence the quality of the teams social climate |
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Definition
| reflect behaviors that benefit the individual at the expense of the team |
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Definition
| tasks with an objectively verifiable best solution for which the member with the highest level of ability has the most influence on team effectiveness |
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Term
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Definition
| teams performance depends on the abilities of the "weakest link" |
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Definition
| the contributions resulting from the abilities of every member "add up" to determine team performance |
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Definition
| the degree in which members are different from one another in terms of any attribute that might be used by someone as a basis of categorizing people |
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Term
| value in diversity problem solving approach |
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Definition
| diversity in teams is beneficial because it provides for a larger pool of knowledge and perspectives from which a team can draw as it carries out its work |
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Term
| similarity attraction approach |
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Definition
| people tend to be more attracted to others who are perceived as more similar. people also tend to avoid interacting with those who are perceived to be dissimilar to reduce the likelihood of having uncomfortable disagreements |
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Definition
| diversity regarding observable attributes such as race, ethnicity, sex and age |
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Definition
| refers to diversity with respect to attributes that are less easy to observe initially but can be inferred after more direct experience |
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Definition
| refers to the likelihood that the team can work together effectively into the future |
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Term
| hybrid outcome interdependence |
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Definition
| members receive rewards that are dependent on both their teams performance and how well they perform as individuals |
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Term
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Definition
| reflects the different types of communication, activities and interactions that occur within teams that contribute to their ultimate end goals |
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Term
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Definition
| getting more from the team than you would expect according to the capabilities of its individual members |
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Term
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Definition
| getting less from the team than you would expect based on the capabilities of its individual members |
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Term
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Definition
| process loss due to the time and energy it takes to coordinate work activities with other team members |
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Term
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Definition
| occurs when members have to wait on one another before they can do their part of the team task |
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Definition
| the loss in team productivity that occurs when team members don't work as hard as they could |
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Term
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Definition
| a type of motivational loss resulting from members feeling less accountable for team outcomes relative to independent work that results in individually identifiable outcomes |
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Definition
| the activities of team members that relate directly to the accomplishment of team tasks |
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Definition
| involves a face to face meeting of team members in which each offers as many ideas as possible about some focal problem or issue |
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Definition
| a team process used to generate creative ideas, whereby team members individually write down their ideas and take turns sharing with the group |
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Definition
| reflects whether members possess adequate information about their own task responsibilities |
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Definition
| refers to the degree to which members make good recommendations to the leader |
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Definition
| reflects the degree to which the leader effectively weighs the recommendations of the members |
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Term
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Definition
| involves three types of activities with individuals and groups other than those who are considered part of the team |
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Term
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Definition
| refer to communications that are intended to protect the team, persuade others to support the team or obtain important resources for the team |
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Term
| task coordinator activities |
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Definition
| involve communications that are intended to coordinate task related issues with people or groups in other functional areas |
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Term
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Definition
| refer to things team members do to obtain information about technology, competitors or the broader marketplace |
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Definition
| refer to the interpersonal activities that facilitate the accomplishment of the teams work but do not directly involve task accomplishment itself |
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Definition
| teamwork activities that focus on preparation for future work |
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Term
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Definition
| teamwork processes, such as helping and coordination that aid the in the accomplishment of teamwork as the work is actually taking place |
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Term
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Definition
| important before, during or in between periods of task-work, and each relates to the manner in which team members manage their relationships |
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Definition
| refers to disagreements among team members in terms of interpersonal relationsps or incompatibilities with respect to personal values or preferences |
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Definition
| refers to disagreements among members about the teams task |
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Definition
| the process by which information and meaning gets transferred from a sender to a receiver |
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Definition
| the amount and depth of information that gets transmitted in message |
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Definition
| defined as the pattern of communication that occurs regularly among each member of the team |
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Definition
| refer to specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together |
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Definition
| team state that occurs when members of the team develop strong emotional bonds to other members of the team and to the team itself |
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Definition
| behaviors that support conformity and team harmony at the expense of other team priorities |
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Definition
| refers to the degree to which members believe that the team can be effective across a variety of situations and tasks |
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Definition
| team state that refers to the level of common understanding among team members with regard to important aspects of the team and its task |
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Definition
| team state that refers to how specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team |
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Term
| transportable teamwork competences |
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Definition
| team training that involves helping people develop general teamwork competencies that they can transport from one team context to another |
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Definition
| involves training members in the duties and responsibilities of their teammates |
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Definition
| team training in which members simply receive information regarding the roles of the other team members |
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Definition
| involves team members observing how other members perform their roles |
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Definition
| gives members actual experience carrying out the responsibilities of their teammates |
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Definition
| occurs in the context of a team experience that facilitates the team being able to function and perform more effectively as an intact unit |
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Definition
| a team is given a real problem thats relevant to the organization and then held accountable for analyzing the problem, developing an action plan and finally carrying out the action plan |
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Term
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Definition
| normally conducted by a consultant and inteded to facilitate the development of team processes related to goal setting, interpersonal relations, problem solving and role clarification |
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Term
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Definition
| the use of power and influence to direct the activities of followers toward goal achievement |
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Definition
| the ability to influence the behavior of others and resist unwanted influence in return |
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Term
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Definition
| derives from a position of authority inside th organization and is sometimes referred to as "formal authority" |
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Term
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Definition
| exists when someone has control over the resources or rewards another person wants |
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Definition
| exists when a person has control over punishments in an organization |
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Definition
| derives from a persons expertise, skill, or knowledge on which others depend |
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Definition
| exists when others have a desire o identify and be associated with a person |
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Definition
| the degree to which people have alternatives in accessing resources |
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Term
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Definition
| the degree to which managers have the right to make decisions on their own |
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Definition
| represents how important a person's job is and how many people depend on that person to accomplish their tasks |
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Definition
| how aware others are of a leader's power and position |
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Term
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Definition
| how aware others are of a leader's power and position |
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Definition
| the use of an actual behavior that causes behavioral or attitudinal changes in others |
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Term
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Definition
| the use of logical arguments and hard facts to show the target that the request is a worthwhile one |
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Term
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Definition
| a tactic designed to appeal to the target's values and ideals, thereby creating an emotional or attitudinal reaction |
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Term
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Definition
| occurs when the target is allowed to participate in deciding how to carry out or implement a request |
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Term
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Definition
| seen as both a conflict resolution style and an influence tactic whereby both parties work together to maximize outcomes |
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Term
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Definition
| the use of favors, compliments, or friendly behavior to make the target feel better about the influencer |
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Term
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Definition
| when the requestor asks for something based on personal friendship or loyalty |
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Term
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Definition
| used when the requestor offers a reward or resource to the target in return for performing a request |
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Term
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Definition
| occurs when the requestor clearly explains why performing the request will benefit the target personally |
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Definition
| the use of coercive power through threats and demands |
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Term
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Definition
| occur when the influencer enlists other people to help influence the target |
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Definition
| occurs when the target agrees with and becomes committed to the influence request |
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Term
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Definition
| occurs when targets of influence are willing o do what the leader asks but thye do it with a degree of ambivalence |
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Term
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Definition
| occurs when the target refuses to perform the influence request and puts forth an effort to avoid having to do it |
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Term
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Definition
| actions by individuals that are directed toward the goal of furthering their own self interests |
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Term
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Definition
| the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives |
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Term
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Definition
| (high assertiveness, low cooperation) occurs when one party attempts to get his or her own goals met without concern for the other party's results. considered a win lose approach |
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Term
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Definition
| (high assertiveness, low cooperation) occurs when one party attempts to get his or her own goals met without concern for the other party's results. considered a win lose approach |
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Term
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Definition
| (low assertiveness, low cooperation) occurs when one party wants to remain neutral, stay away from conflict or postpone the conflict to gather information or let things cool down |
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Term
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Definition
| (low assertiveness, high cooperation) occurs when one party gives in to the other and acts in a completely unselfish way (lose-win) |
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Term
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Definition
| (low assertiveness, high cooperation) occurs when one party gives in to the other and acts in a completely unselfish way (lose-win) |
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Term
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Definition
| (high assertiveness, high cooperation) occurs when both parties work together to maximize outcomes (win-win) |
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Term
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Definition
| (moderate assertiveness, moderate cooperation) occurs when conflict is resolved through give and take concessions |
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Term
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Definition
| a process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences |
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Term
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Definition
| involves win-lose negotiating over a "fixed pie" of resources |
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Term
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Definition
| aimed at accomplishing a win-win scenario. involves the use of problem solving and mutual respect to achieve an outcome thats satisfying for both parties |
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Term
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Definition
| the first stage of the negotiation process, during which each party determines its goals for the negotiation |
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Term
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Definition
| "best alternative to negotiated agreement" describes each negotiators bottom line |
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Term
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Definition
| non-confrontational process, each party makes a case for its position and attempts to put all favorable information on the table |
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Term
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Definition
| the third stage of the negotiation process, during which each party gives and takes to arrive at an agreement |
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Term
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Definition
| entails the process of formalizing an agreement reached turing the previous stage of negotiation |
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Term
| alternative dispute resolution |
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Definition
| a process by which two parties resolve conflicts through the use of a specially trained neutral third party |
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Term
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Definition
| requires a third party to facilitate the dispute resolution process, though this third party has no formal authority to dictate a solution |
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Term
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Definition
| occurs when a third party determines a binding settlement to a dispute |
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Term
| leader-member exchange theory |
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Definition
| describes how leader-member relationships develop over time on a dyadic basis |
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Term
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Definition
| manager describes role expectations to an employee and the employee attempts to fulfill those expectations with his or her job behaviors |
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Term
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Definition
| the employee's own expectations for the dyad get mixed in with those of the leader. marked by a free flowing exchange in which the leader offers more opportunities and resources and the employee contributes more activities and effort |
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Term
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Definition
| defined as the degree to which the leaders actions result in the achievement of the units goals, the continued commitment of the units employees and the development of mutual trust respect and obligation in leader member dyads |
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Term
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Definition
| the process of becoming a leader in the first place |
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Term
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Definition
| the leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit |
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Term
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Definition
| the leader presents the problem to individual employees or a group of employees asking for their opinions and suggestions before ultimately making the decision him or herself |
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Term
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Definition
| the leader presents the problem to a group of employees and seeks consensus on a solution making sure that his or her own opinion receives no more wight than anyone else's |
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Term
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Definition
| leader gives an individual employee or group of employees the responsibility for making the decision within some set of specified boundary conditions |
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Term
| time-driven model of leadership |
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Definition
| suggests that the focus should shift away from autocratic, consultative, facilitative and delegative leaders to autocratic, consultative, facilitative and delegative situations |
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Term
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Definition
| reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment |
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Term
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Definition
| reflects the extent to which leaders create job relationships characterized by mutual trust,respect for employee ideas, and consideration of employee fellings |
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Term
| life cycle theory of leadership |
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Definition
| argues that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit |
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Term
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Definition
| broadly defined a the degree to whic employees have the ability and the willingness to accomplish their specific tasks |
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Term
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Definition
| (high initiating structure and low consideration) the leader provides specific instructions and closely supervises performance |
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Term
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Definition
| (high initiating structure and high consideration) the leader supplements his or her directing with support and encouragement to protect the confidence levels of the employees |
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Term
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Definition
| (low initiating structure and high consideration) when the leader shares ideas and tries to hep the group conduct its affairs |
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Term
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Definition
| (low initiating structure and low consideration) leader turns responsibility over for key behaviors over to the employees |
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Term
| transformational leadership |
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Definition
| involves inspiring followers to commit to a sared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives |
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Term
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Definition
| the avoidance of leadership altogether |
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Term
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Definition
| occurs when the leader rewards or disciplines the follower depending on the adequacy of the followers performance |
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Term
| passive management-by-exception |
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Definition
| the leader waits around for mistakes and errors then takes corrective action as necessary |
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Term
| active management-by-exception |
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Definition
| leader arranges to monitor mistakes and errors actively and again takes corrective action when required |
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Term
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Definition
| more active and effective brand of transactional leadership in which the leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance |
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Term
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Definition
| behaving in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader |
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Term
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Definition
| behaving in ways that foster an enthusiasm for commitment to a shared vision of the future |
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Term
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Definition
| behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways |
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Term
| individualized consideration |
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Definition
| behaving in ways that help followers achieve their potential through coaching development and mentoring |
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Term
| substitutes for leadership model |
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Definition
| suggests that certain characteristics of the situation can constrain the influence of the leader, making it more difficult for the leader to influence employee performance |
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Term
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Definition
| reduce the importance of the leader while simultaneously providing a direct benefit to employee performance |
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Term
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Definition
| reduce the importance of the leader, they have no beneficial impact on performance |
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Term
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Definition
| formally dictates how jobs and tasks are divided and coordinated between individuals and groups within the company |
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Term
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Definition
| a drawing that represents every job in the organization an the formal reporting relationships between those jobs |
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Term
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Definition
| the way in which tasks in an organization are divided into separate jobs |
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Term
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Definition
| answers the question of "who reports to whom?" and signifies formal authority relationships |
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Term
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Definition
| represents how many employees he or she is responsible for in the organization |
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Term
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Definition
| reflects were decisions are formally made in organizations |
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Term
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Definition
| a company is high in formalization when there are many specific rules and procedures used to standardize behaviors and decisions |
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Term
| mechanistic organizations |
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Definition
| rigid, efficient, predictable and standardized organizations that thrive in stable environments |
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Term
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Definition
| flexible, adaptive, outward focused organizations that thrive in dynamic environments |
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Term
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Definition
| the process of creating, selecting or changing the structure of an organization |
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Term
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Definition
| consists of customers, competitors, suppliers, distributors and other factors external to the firm, all of which have an impact on organizational design |
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Term
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Definition
| describes an organizations objectives and goals and how it tries to capitalize on its assets to make money |
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Term
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Definition
| the method by which a company transforms inputs into outputs |
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Term
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Definition
| the total number of employees and structure |
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Term
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Definition
| the most common form of organizational design, primarily because there are more small organizations than large ones |
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Term
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Definition
| an organizational form that exhibits many of the facets of the mechanistic organization |
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Term
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Definition
| groups employees by the functions they perform for the organization |
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Term
| multi-divisional structures |
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Definition
| bureaucratic organizational forms in which employees are grouped into divisions around products geographic regions or clients |
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Term
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Definition
| group business units around different products that the company produces |
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Term
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Definition
| generally based around the different locations where the company does business |
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Term
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Definition
| an organizational form in which employees are organized around serving customers |
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Term
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Definition
| more complex designs that try to take advantage of two types of structures at the same time |
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Term
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Definition
| the process of changing an organizations structure |
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Term
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Definition
| the shared social knowledge within an organization regarding the rules, norms and values that shape the attitudes and behaviors of its employees |
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Term
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Definition
| the manifestations of an organization's culture that employees can easily see or talk about |
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Term
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Definition
| the images an organization uses, which generally convey messages |
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Term
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Definition
| the organizations buildings and internal office designs |
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Term
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Definition
| reflects the jargon, slang, and slogans used within the walls of an organization |
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Term
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Definition
| anecdotes, accounts, legends, and myths that are passed down from cohort to cohort within an organization |
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Term
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Definition
| the daily or weekly planned routines that occur in an organization |
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Term
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Definition
| formal events generally performed in front of an audience of organizational members |
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Term
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Definition
| beliefs, philosophies and norms that a company explicitly states |
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Term
| basic underlying assumptions |
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Definition
| the taken for granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation |
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Term
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Definition
| employees are distant and disconnected from one another |
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Term
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Definition
| employees think alike but aren't friendly to one another |
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Term
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Definition
| all employees are friendly to one another, but everyone thinks differently and does his or her own thing |
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Term
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Definition
| organizations with friendly employees who all think alike |
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Term
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Definition
| focused on service quality |
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Term
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Definition
| a specific culture type focused on the safety of the employees |
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Term
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Definition
| a specific type of culture focused on fostering or taking advantage of a diverse group of employees |
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Term
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Definition
| a specific type of culture focused on fostering a creative atmosphere |
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Term
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Definition
| exists when employees definitively agree about the way things are supposed to happen within the organization (high consensus) and when their subsequent behaviors are consistent with those expectations (high intensity) |
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Term
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Definition
| a culture created within a small subset of the organizations employees |
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Term
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Definition
| when employees values don't match those of the larger organization |
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Term
| attraction-selection-attrition (ASA) framework |
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Definition
| potential employees will be attracted to organizations whose cultures match their own personality, meaning that some potential job applicants won't apply due to a perceived lack of fit |
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Term
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Definition
| the primary process by which employees learn the social knowledge that enables them to understand and adapt to the organizations culture |
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Term
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Definition
| a stage of socialization that begins as soon as a potential employee develops an image of what it would be like to work for a company |
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Term
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Definition
| stage of socialization that begins the day an employee starts work |
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Term
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Definition
| a mismatch of information that occurs when an employee finds that aspects of working at a company are not what the employee expected it to be |
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Term
| understanding and adaptation |
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Definition
| final stage of socialization during which newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization |
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Term
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Definition
| the degree to which a persons personality and values match the culture of an organization |
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Term
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Definition
| occur during the anticipatory stage of socialization during the recruitment process |
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Term
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Definition
| a common form of training during which new hires learn more about the organization |
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Term
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Definition
| a process by which a junior-level employee develops a deep and long lasting relationship with a more senior level employee within the organization |
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