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Definition
particularly thorny contradiction; pragmatic or interaction-based situations in which, in pursuit in one goal, the pursuit of another competing goal enters situation (often unintentionally) so as to undermine first pursuit.
Pragmatic situations in which two goals undermine each other in their pursuit |
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| multiple stakeholder model |
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Definition
organizations ought to be concerned with interests of many different individuals & groups & not just shareholders or stockholders.
An approach that asserts that organizations should be concerned with the interests of many individuals and groups and not just shareholders or stockholders. |
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Definition
in addition to employee's individual responsibilities they also serves as member of one or more working groups.
An organizational form in which employees tend to their individual responsibilities and also participate in working groups. |
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| groups of employees with representation from a variety of functional areas within organization (i.e., sales, manufacturing, enginerring) to maximize cross-functional exchange of info |
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help coordinate successful completion of a particular project
-design & development of new products/services |
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Definition
(special type of project team) characterized by dual reporting relationships (like an expanded tic-tac-toe board) where columns represent organizational functions like R&D, sales, production, & info services.
Similar to project teams, although employees report to one or more supervisors in an effort to coordinate multiple smaller projects |
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Definition
| group of employees responsible for entire work process that delivers a product or service to a customer |
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| quality-improvement teams |
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| goals are to improve customer satisfaction, evaluate, & improve team performance, reduce costs |
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| groups of people who work together across time & space |
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Definition
| consistent patterns of interactions within the team |
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| Elements of team interaction |
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Definition
| Roles, Norms, Decision-making processes, Management of conflict and consensus, and Cultural diversity |
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| team member summarizes & evaluates team's ideas & progress or initiates idea-generating process by offering new ideas or suggestions |
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| team member's communication seeks to releive group tension or pressure or to create harmony in group |
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| team member seeks to dominate group's discussions & work or to deliver group's attention from serious issues by making them seem unimportant |
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| informal rules that designate boundaries of acceptable behavior in group |
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Definition
| (well-known problem associated with team decision making) occurs when team members go along with, rather than evaluate, group's proposals or ideas |
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| Stages of group decision making |
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Definition
| Orientation, Conflict, Emergence, Reinforcement |
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Definition
| interaction of interdependent ppl who perceive opposition of goals, aims, & values, & who see other parties as portentially interfering with realization of these goals |
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doesn't mean all team members agree with decision but feel instead their views are adequately considered by team.
An interaction in which all members perceive that their views have received adequate attention. |
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Definition
| "alignment" or "functioning of the whole". Transforms the skills of reflection and inquiry into vehicles for building shared understanding. |
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Definition
| Groups of individuals who share regular lines of communication |
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Term
| small-group communication networks |
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Definition
| (groups of 5 people) to determine effects of centralized vs. decentralized networks on decision making |
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Term
| emergent communication networks |
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Definition
| emerge from formal & informal communication among people who work together |
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| extraorganizational networks |
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Definition
| contacts from industry or community |
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Term
| interorganizational communication networks |
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Definition
| enduring transactions, flows, & linkages that occur among & between organizations |
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| communication network roles |
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Definition
location individuals occupy in flow of interaction
-impact one's experience of work & degree of influence on others |
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Definition
| Stanley Deetz's ideal for participation in the workplace that includes voices from a broader base of stakeholders. |
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Definition
| A practice that incorporates multiple perspectives in organizational processes like information sharing and decision making. |
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