Term
|
Definition
| encodes an intended meaning into a message |
|
|
Term
|
Definition
| decodes the message into a perceived meaning |
|
|
Term
|
Definition
| any disturbance that disrupts and interferes with the transference of messages |
|
|
Term
|
Definition
| The process through which the receiver communicates with the sender by returning another message |
|
|
Term
|
Definition
| follow the chain of command established by an organization's hierarchy of authority |
|
|
Term
|
Definition
| diverge from formal channels by skipping levels in the hierarchy or cutting across vertical chains of command |
|
|
Term
|
Definition
| network of friendships and acquaintances through which rumors and other unofficial information get passed from person to person. |
|
|
Term
|
Definition
| the capacity of a communication channel to convey information effectively. |
|
|
Term
|
Definition
| occurs when the intended meaning of the source and the perceived meaning of the receiver are virtually the same. |
|
|
Term
|
Definition
| occurs at minimum cost in terms of resources expended. |
|
|
Term
|
Definition
| takes place through facial expressions |
|
|
Term
|
Definition
| study of gestures and body postures. |
|
|
Term
|
Definition
| study of the way space is utilized. |
|
|
Term
|
Definition
| the ability to help the source of a message say what he or she really means. Ability to listen well is a distinct asset. Everyone needs to develop good skills in active listening. |
|
|
Term
|
Definition
| the tendency to believe that ones culture and its values are superior to those of others. |
|
|
Term
|
Definition
| very explicit in using the spoken and written word |
|
|
Term
|
Definition
| use words to convey only a limited part of the message. The rest must be inferred or interpreted from the context. |
|
|
Term
|
Definition
| any aspect of the physical setting in which communication takes place. |
|
|
Term
|
Definition
| involves a poor choice or use of words and mixed messages. |
|
|
Term
|
Definition
| occur when a persons word communicate one thing while actions or body language communicates another. Nonverbal add important insights in face-to-face. |
|
|
Term
|
Definition
| one-way communication flows from sender to receiver only |
|
|
Term
|
Definition
| status differences create potential communication barriers between persons of higher and lower ranks |
|
|
Term
|
Definition
| tendency to keep "mum" from a desire to be polite and a reluctance to transmit bad news' |
|
|
Term
|
Definition
| Occurs when parties disagree over substantive issues or when emotional antagonisms create friction between them. |
|
|
Term
|
Definition
| Involves fundamental disagreement over ends or goals to be pursued and the means for their accomplishment |
|
|
Term
|
Definition
| involves interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, resentment, etc |
|
|
Term
|
Definition
| occurs within the individual because of actual or perceived pressures from incompatible goals or expectations. |
|
|
Term
|
Definition
| occurs between two or more individuals in oppositions to each other |
|
|
Term
|
Definition
| occurs among groups in an organization |
|
|
Term
| Inter organizational conflict |
|
Definition
| occurs between organizations |
|
|
Term
|
Definition
| results in positive benefits to the group |
|
|
Term
|
Definition
| works to the group's or organizations disadvantage. |
|
|
Term
|
Definition
| occurs when the reasons for a conflict are eliminated |
|
|
Term
|
Definition
| establish the conditions from which conflicts are likely to develop |
|
|
Term
|
Definition
| taking action to eliminate or reduce the required contact between conflicting parties. |
|
|
Term
|
Definition
| removing or correcting conflict antecedents |
|
|
Term
|
Definition
| occur when the communication of task expectations proves inadequate or upsetting |
|
|
Term
| Workflow interdependencies |
|
Definition
| occur when people or units are required to cooperate to meet challenging goals |
|
|
Term
|
Definition
| occur as misunderstandings over such things as customer jurisdiction or scope of authority |
|
|
Term
| Power or value asymmetries |
|
Definition
| occur when interdependent people or groups differ substantially from one another in status and influence or in values. |
|
|
Term
|
Definition
| adjusting the level of interdependency among units or individuals when workflow conflicts exist |
|
|
Term
|
Definition
| used when the inputs of one group are the outputs of another |
|
|
Term
|
Definition
| persons expected to use knowledge of host group to help work better with other groups in order to accomplish mutual tasks |
|
|
Term
|
Definition
| Focusing the attention of potentially conflicting parties on one mutually desirable conclusion |
|
|
Term
|
Definition
| Problems are referred up the hierarchy for more senior managers to reconcile. |
|
|
Term
| Altering scripts and myths |
|
Definition
| Superficial management of conflict by using behavioral routines that become part of the organization's culture |
|
|
Term
|
Definition
Nobody gets what he or she wants
Avoidance
Accommodation
Compromise |
|
|
Term
|
Definition
| everyone simply pretends that the conflict does not really exist and hopes that it will go away |
|
|
Term
|
Definition
| Involves playing down differences among the conflicting parties and highlighting similarities and areas of agreement |
|
|
Term
|
Definition
| each party gives up something of value, but neither party's desires are fully satisfied. |
|
|
Term
|
Definition
One party achieves its desired at the expense and to the exclusion of the other party's desires
Competition
Authoritative command |
|
|
Term
|
Definition
| One party achieves a victory through the use of force, superior skills, or domination. |
|
|
Term
|
Definition
| Use of formal authority to dictate a solution and specify who gains what and who loses what. |
|
|
Term
|
Definition
achieved by a blend of both high cooperativeness and high assertiveness
Collaboration or problem solving |
|
|
Term
|
Definition
Recognition by all conflicting parties that somethign is wrong and needs attention.
Stresses gathering and evaluating information in solving disputes and making choices. |
|
|
Term
|
Definition
| The process of making joint decisions when the parties involved have different preferences. |
|
|
Term
|
Definition
| outcomes that relate to content issues |
|
|
Term
|
Definition
| Outcomes that relate to how well people involved in the negotiations and any constituencies they represent are able to work with one another once the process in concluded. |
|
|
Term
|
Definition
| manager is involved in negotiation with other persons, with each party representing a broader constituency. |
|
|
Term
| Organizational or Corporate culture |
|
Definition
| the system of shared actions, values, and beliefs that develops within an organization and guides the behavior of its members. |
|
|
Term
|
Definition
deals with reaching goals
the task to be accomplished, the methods to be used to achieve those goals, and the methods of coping with success and failure. |
|
|
Term
|
Definition
| deals with the creation of a collective identity and with ways of working and living together |
|
|
Term
|
Definition
| groups with unique patterns of values and philosophies that are consistent with the dominant culture of the larger organization or social system |
|
|
Term
|
Definition
| groups where the patterns of values and philosophies outwardly reject those of the larger organization or social system. |
|
|
Term
| Clash of corporate culture |
|
Definition
| when subculture groups clash |
|
|
Term
|
Definition
"the way we do things around here"
Collective experience of memebers |
|
|
Term
|
Definition
| Every member may not agree with the shared values, but they have all been exposed to them and have often been told they are importatn. |
|
|
Term
|
Definition
| the taken-for-granted truths that collections of corporate members share as a result of their joint experience. |
|
|
Term
|
Definition
| embellished heroic accounts of the story of the founding of an organization |
|
|
Term
|
Definition
| standardized and recurring activities used at special times to influence the behaviors and understanding of organizational members. |
|
|
Term
|
Definition
|
|
Term
|
Definition
| any object, act, or event that serves to transmit cultural meaning. |
|
|
Term
|
Definition
help turn routine activities into valuable and important actions
tie the organization to the important values of society
may provide a very distinctive source of competitive advantage |
|
|
Term
|
Definition
| unproven and often unstated beliefs that are accepted uncritically |
|
|
Term
|
Definition
| links key goal-related strategic issues with key collaboration issues and comes up with a series of general ways by which the firm will manage its affairs |
|
|
Term
|
Definition
| the study of individuals and groups in organizations |
|
|
Term
|
Definition
the creation of goods or services for customers.
produce services with public benefits, such as health care and education. |
|
|
Term
|
Definition
| written statement that describe and help focus the attention of organizational members and external constituents on the core purpose. |
|
|
Term
|
Definition
| guides organizations to operate in ways that outperform competitors. |
|
|
Term
|
Definition
Planning
Organizing
Leading
Controlling |
|
|
Term
|
Definition
| Initial experience, reflection, theory building, experimentation. |
|
|
Term
|
Definition
| broad preferences concerning appropriate courses of action or outcomes |
|
|
Term
|
Definition
| reflect a person's preferences concerning the ends to be achieved |
|
|
Term
|
Definition
| reflect a person's beliefs about the means for achieving desired ends. |
|
|
Term
|
Definition
represents the overall profile or combination of characteristics, that captures the unique nature of a person as that person reacts and interacts with others.
Combines a set of physical and mental characteristics that reflect how a person looks, thinks, acts, nd feels. |
|
|
Term
|
Definition
| one's ability to understand and manage one's own feelings and emotions and the feelings and emotions of others. |
|
|
Term
|
Definition
| the process through which people receive, organize, and interpret information from their environment. |
|
|
Term
|
Definition
| occurs when one attribute of a person or situation is used to develop an overall impression of the person or situation |
|
|
Term
|
Definition
| the attempt to understand the cause of an event, asses responsibility for outcomes of the event, and asses the personal qualities of the people involved. |
|
|
Term
|
Definition
| the administration of a consequence as a result of behavior |
|
|
Term
|
Definition
| theory uses modeling or vicarious learning to acquire behavior through observing and imitating others by means of perception and attribution |
|
|
Term
|
Definition
profile different needs that may motivate individual behavior
Maslow's hierarchy
ERG Theory
Acquired needs theory
2 factor theory |
|
|
Term
|
Definition
| examine the thought process that motivate individual behavior |
|
|
Term
|
Definition
| work motivation is determined by individual beliefs regarding effort relationships and work outcomes |
|
|
Term
|
Definition
| the probability that work effort will be followed by performance accomplishment |
|
|
Term
|
Definition
| the probablity that performance will lead to various work outcomes |
|
|
Term
|
Definition
| the value to the individual of various work outcomes |
|
|
Term
|
Definition
| expectancy x instrumentality x valence |
|
|
Term
|
Definition
| the process of defining job tasks and the work arrangement to accomplish them. |
|
|
Term
| Job characteristics model |
|
Definition
identifies 5 core job characteristics:
skill variety
task identity
task significance
autonomy
feedback |
|
|
Term
|
Definition
| integrate people and technology into high-performance work settings |
|
|
Term
|
Definition
positively valued work outcomes that the individual receives directly as a result of task performance.
They do no require the participation of another person or source.
Job enrichment |
|
|
Term
|
Definition
positively valued work outcomes that are given to an individual or group by some other person or source in the work setting.
Employee of the month
Anything dealing with pay or compensation |
|
|
Term
|
Definition
Merit pay- bases individuals salary on measure of person's performance
gain sharing- pay system linking pay and performance by giving workers the opportunity to share in productivity gains |
|
|
Term
|
Definition
| a process of systematically evaluating performance and providing feedback on which performance adjustments need to be made. |
|
|
Term
| Performance appraisal methods |
|
Definition
ranking- comparative technique of performance appraisal that involves the rank ordering of each individual
Paired comparisons- compare each person with every other person. See who comes out on top most
Forced distribution- forces a certain % of people into different ranking categories |
|
|
Term
|
Definition
| achieve high levels of task performance, member satisfaction, and team viability |
|
|
Term
| 5 stages of group development |
|
Definition
Forming- getting to know each other
Storming- dealing with tensions and defining group tasks
Norming- building relationships and working together
Performing- maturing in relationships and task performance
Adjourning- Disbanding and celebrating accomplishments |
|
|
Term
| How to improve group decisions |
|
Definition
brainstorming
Nominal group technique- involves structured rules for generating and prioritizing ideas.
Delphi technique- generating decision-making alternatives through a series of survey questionnaires.(for members who cannot meet face to face) |
|
|
Term
|
Definition
| groups of people who work actively together to achieve a purpose for which they are all accountable. |
|
|
Term
|
Definition
| occurs when group members work together in ways that use their skills effectively to accomplish a purpose |
|
|
Term
|
Definition
| the sharing of responsibility for meeting group task and maintenance needs. |
|
|
Term
|
Definition
| directly contribute to the performance of important tasks. |
|
|
Term
|
Definition
| support the emotional life of the team as an ongoing social system. |
|
|
Term
|
Definition
| the extent to which a manager can use the "right of command" to control other people. |
|
|
Term
|
Definition
| the extent to which a manger can use extrinsic and intrinsic rewards to control other people. |
|
|
Term
|
Definition
| deny desired rewards or administer punishment to control |
|
|
Term
|
Definition
| the control over methods of production and analyssi |
|
|
Term
|
Definition
| the access to the control of information |
|
|
Term
|
Definition
| the formal right conferred by the firm to speak for and to a potentially important to |
|
|
Term
|
Definition
| ability to control behavior because of the possession of knowledge, experience |
|
|
Term
|
Definition
| ability to control through the individual's efforts, the person accepts the desirability of an offered goal and a reasonable way of achieving it. |
|
|
Term
|
Definition
| ability to control because of the individuals desire to identify with the power source |
|
|
Term
|
Definition
| ability to control because the individual owes an obligation to you or another as part of a larger collective interest. |
|
|
Term
|
Definition
| the management of influence to obtain ends not sanctioned by the organization or to obtain sanctioned ends through non sanctioned means. It is also the art of creative compromise among competing interest. |
|
|
Term
|
Definition
| those leaders who, by force of their personal abilities, are capable of having a profound and extraordinary effect on followers. |
|
|
Term
|
Definition
leader-follower exchanges necessary for achieving routine performance agreed upon between leaders and followers.
contingent rewards
active management by exception
passive management by exception
laissez-faire |
|
|
Term
| Transformational leadership |
|
Definition
| leaders broaden and elevate follower's interest and stir followers to look beyond their won interests to the good of others. |
|
|
Term
|
Definition
| deals with the idea of an organization that masters the challenges of change whiel still creating a satisfying, healthy, and effective workplace for its employees. |
|
|
Term
|
Definition
Transformational change- radically shifts the fundamental character of an org
Incremental change- builds on existing ways of operation |
|
|
Term
|
Definition
| people who take action to change the behavior of people and systems |
|
|
Term
|
Definition
| a discrepancy between the desired and actual state of affairs |
|
|
Term
|
Definition
1 recognize the problem
2 identify alternative course of action and estimate effects on problem
3 choose a preferred course of action
4 implement course of action
5 evaluate the results and follow up if necessary |
|
|
Term
|
Definition
| the ability to know or recognize quickly the possibilities of a situation |
|
|
Term
|
Definition
the use of one's intellect.
Heuristics- simplifying strategies or rules of thumb used to make decisions |
|
|
Term
|
Definition
| generates unique and novel responses to problems. |
|
|
