MCT2-Final

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• Power Priming Process of making yourself feel more powerful, allows you to feel less stressed, behave more confident, persuasive.
• strategic contingencies theory The most powerful individuals/departments who best able to deal effectively with issues most critical to organiz survival/performance.
• Influence Process of affecting someone else’s attitudes, beliefs, behaviours, without using coercion
• Organization Politics informal, unofficial, behind-the-scenes attempts by individuals/ groups to promote ideas, influence, obtain/increase power to achieve objectives.
• need for power the desire to make an impact on others, change people or events, and make a difference in life.
• locus of control Individual’s generalized belief about internal versus external control
• risk-seeking propensity an individual’s willingness to choose options that involve risk.
• French and Raven Power Bases Theory To identify available bases of power: reward, coercive, referent, legitimate, and expert
• New Power Theory Recognize dispersed, open, peer-based and participative nature of power, using collaborative technology tools
• Machiavellianism A personality trait or style of behaviour towards others
• Machiavellianism characterized by (1) The use of guile and deceit in interpersonal relations
• Machiavellianism characterized by (2) a cynical view of the nature of other people
• Machiavellianism characterized by (3) a lack of concern with conventional morality
• Leadership Process of influencing activities of an organized group in its efforts toward goal setting and goal achievement.
• Diversity including, valuing differences, with respect to age, disability, educat background, ethnicity, gender, religion.
• Great Man Theory Argues that the fate of societies and organizations is in the hands of powerful, idiosyncratic (male) individuals.
• Ohio State Leadership Theory Importance of two leadership-behav: consideration (relationships oriented), and initiating structure (task-centred);
• Consideration Pattern of leadership behaviour that demonstrates sensitivity to relationships and to the social needs of employees.
• Initiating Structure Pattern of leadership behaviour, emphasizes performance of work in hand and achievement of product/service goals.
• Contingency Theory of Leadership To understand how leaders have to adapt their styles to the properties of the context in which they are working
• Structured Task Task with clear goals, few correct/satisfactory solutions/outcomes, few ways of performing it, clear criteria of success.
• Unstructured Task Task with ambiguous goals, good solutions, many ways of achieving acceptable outcomes, vague criteria of success.
• Situational Leadership To determine the leadership style most appropriate for a given context: tell, sell, participate, or delegate
• New Leader Inspirational visionary, concerned with building shared sense of purpose/mission, culture everyone is aligned organization goals
• Superleader Able to develop leadership cap in others, empowering, reducing dependence on formal leaders, stimul motivation, commit creativ.
• Transactional Leader Treats relationships with followers as exchange, giving what they want for their desires, prescribed tasks to pursue established goals.
• Transformational Leader Treats relationships with followers with motivation/ commitment, influencing/ inspiring, improve organizational performance.
• Distributed Leadership The leadership behaviours, often informal and spontaneous, of individuals/groups at all organizational levels
• Transformational Leadership To motivate and inspire followers to give more than just compliance to improve organizational performance
• Ecological Framework Team Effectiveness Understand three main variables affecting team performance/viability so as to be able to deal with team problems
• Employee-based-Decision-Making Become familiar with the commonly delegated decisions assigned to teams to facilitate team empowerment initiatives
• Team Types Classification To distinguish between the four main types of teams for recruitment and development purposes
• Teamwork engagement Shared belief in motivational potential of teamwork envir, seen as vigour, dedication, absorption, enables work-related wellbeing.
• Team Viability Measure of how well a team meets the needs and expectations of its members.
• Team Performance Measure of how well a team achieves its task, and the needs of management, customers or shareholders.
• External Work Team Integration The degree to which a work team is linked with the larger organization of which it is a part.
• Internal Work Team Differentiation Degree that a team’s members possess different skills/knowledge that contributes towards achievement of team’s objective.
• External work team differentiation Degree that work team stands out from its organizational context in its participants, territory and temporal scope.
• Team autonomy Extent a team experiences freedom, independence, discretion in decisions relating to performance of its tasks.
• Self-managing team Group of individuals with diverse skills/knowledge, collective autonomy/responsibility to plan, manage, execute tasks
• Japanese Teamworking Scientific manage- princip min-manning, multitasking, predefined operations, rep-work, line supervisors, managerial hierarchy.
• Empowerment Organizational arrangements, gives employees more autonomy, discretion, decision-making responsibility.
• High Performance Work System A form of organization that operates at levels of excellence far beyond those of comparable systems.
• Production Team Individuals who share production goals, perform specific roles supported by a set of incentives/sanctions.
• Cross-functional team Employees from different functional departments who meet as a team to complete a particular task.
• Project Team Collection of employees from different areas in organization brought together to accomplish task in finite time.
• Action Team Execute brief performances repeated under new conditions. Members technically specialized, coord contrib together
• Just-in-time System Managing inventory where items are delivered when needed in the production process instead of stored.
• Total Quality Management Philosophy of management driven by customer needs/expectations which is committed to continuous improvement.
• Quality Circle Shop floor employees from same department meet for few hours each week to discuss ways of improving work environment.
• Advice Team Team created by management to provide the latter with information for its own decision-making.
• Group Two/more people, in face-to-face interaction, aware of membership and interdependence, strive to achieve common goals.
• Team Collection of individuals exist to achieve a shared goal, interdependendant, membership bound, operate within a system.
• Social Inhibition The effect of the presence of other people reducing an individual’s performance.
• Work group rituals Formal, sequenced, repeated utterances/actions, transmitted traditionally, performed regularly by/for benefit of members.
• Conversion A minority's influence over a majority
• Compliance A majority’s influence over a minority.
• Deindividuation also Increased anonymity, loosens normal constraints on individ behavior, reduces responsibility, increases impulsive/antisocial acts.
• Deindividuation Appreciate possible harmful dynamics operating in groups, can negatively affect employee behaviour to the detriment of company
• Work Group Inclusion An employee’s perception of themselves to be an esteemed member of their group.
• Hazing Unofficial socialization practice of initiating newcomers to teams by engaging in degrading behaviours towards them.
• Group Cohesion The number and strength of mutual positive attitudes between individual group members.
• Obedience A situation in which an individual changes their behaviour in response to direct command from another.
• Conformity A change in an individual’s belief or behaviour in response to real or imagined group pressure.
• Ostracism Isolating individuals from the group.Individual/group failing to take actions that engages organization member when customary/ appropriate
• Organizational Socialization Process where employee’s pattern of behaviour, values, attitudes, motives is influenced to conform to the organization.
• Group Socialization Process where members learn values, symbols and expected behaviours of the group to which they belong.
• Group Sanction Punishment or a reward given by members to others in the group in the process of enforcing group norms.
• Peripheral Norm socially defined standards relating to behaviour/beliefs important but not crucial to a group’s objective and survival.
• Pivotal Norm socially defined standards relating to behaviour and beliefs that are central to a group’s objective and survival.
• Group Norm Formation Understand how norms emerge within a group, how they affect individual behaviour/ team performance to modify if required
• Group Norm Expected mode of behaviour or belief that is established either formally or informally by a group.
• Free rider Member who obtains benefits from team membership without bearing a proportional share of the costs for generating that benefit.
• Social Loafing Tendency for individuals to exert less effort when working as part of a group than when working alone.
• Social Compensation Group cohesion/evaluation absent, person cares about quality of group output, expend great effort compensating others low perform
• Synergy Positive/negative result of interaction of two/more components, producing outcomes different from sum of individual components
• Social Facilitation Effect of the presence of other people enhancing an individual’s performance. social inhibition
• Social Influence Process whereby attitudes and behaviours are altered by the real or implied presence of others.
• Shared Frame of Reference Assumptions by common group members, shape thinking, decisions, actions, constantly defined/reinforced by interactions.
• Social Representation Beliefs, ideas, values, objects, people, events constructed by current group members, and transmitted to new members.
• Self-esteem That part of the self which is concerned with how we evaluate ourselves
• Self Categorization Perceiving ourselves as sharing same social identity as other category, behaving consistent withthat category stereotype.
• Social Categorization Classifying people we meet, on basis of how similar or different they are, from the way that we see ourselves.
• Social Identity Part of self-concept which comes from our membership of groups and which contributes to our self-esteem.
• Social Identity is to Understand how the concept affects individual behaviour and team performance in order to effect outcomes
• Self-concept the set of perceptions that we have about ourselves.
• Networked individualism individuals not embedded as group members, moving between co-workers, using ties to get job done, rely on media to connect .
• Maintenance activity an oral input, made by a group member that reduces conflict, maximizes cohesion and maintains relationships within a group.
• Task Activity an oral input, made by a group member that contributes directly to the group’s work task.
• Interaction process analysis A technique used to categorize the content of speech.
• Communication pattern chart indicates the source, direction and quantity of oral and written communication between the dispersed members of a group.
• Communication pattern analysis Using documents, data, voicemail to determine source, direction, quantity of oral/written communication dispersed members.
• Communigram a chart that indicates the source, direction and quantity of oral communication between members during a group meeting.
• Communication network analysis Technique of direct observation to determine source, direction and quantity of oral communication between co-located members.
• Sociogram diagram showing the liking (social attraction) relationships between individual members of a group.
• Sociometry the measurement of interpersonal feelings and relationships within groups.
• Social Status the relative ranking that a person holds and the value of that person as measured by a group. group hierarchy
• Formal Status Collection of rights/obligations associated with a position, as distinct from the person who may occupy that position.
• Expert Power Ability to exert influence based on other’s belief that the influencer has superior knowledge relevant to the situation and the task.
• Legitimate Power Ability to exert influence based on other’s belief, influencer has authority to issue orders which in turn have an obligation to accept.
• Referent Power Ability to exert influence based on other’s belief, influencer has desirable abilities & personality traits that can/should be copied.
• Coercive Power Ability to exert influence based on other’s belief that the influencer can administer unwelcome penalties or sanctions.
• Reward Power Ability to exert influence based on other’s belief, influencer has access to valued rewards to be dispensed in-return of compliance.
• Power Capacity of individuals to overcome resistance, exert their will, produce results consistent with their interests and objectives.
• Distributed Leadership Exercise leadership behaviors, informally/spontaneously, staff all levels, collective responsibility/turns depends circumstances.
• Laissez-faire Leadership Leaders give followers resources to achieve their goals
• Democratic Leadership Shares decision-making with group members, promoting their interests by practicing social equality.
• Authoritarian leadership establishes Distanced, profession relationship, believe in maintaining control, focus on efficiency
• Authoritarian Leadership Leader stresses distinction between themselves and their followers.
• Three distinct leadership styles Authoritarian, Democratic, Lassiez-faire
• Team role An individuals tendency to behave in in preferred ways which contribute to, interrelate with, other memebers in a team
• Social Role The set of expectations that others hold of an occupant of a position
• Group process includes Direction, quantity, & content of communication, decision-making & problem-solving style
• Group Process The patterns of intersection between the members of a group
• Group Structure Te relatively stable pattern of relationships among different group members
• Hybrid teams Some members work in the office while others work remotely, often from home
• Virtual team Members who never meet but rely on technology-mediated communication to accomplish interdependent tasks
• Person-group Fit The interpersonal compatibility between individuals and the members of their immediate groups.
• Time Orientation The time outlook on work and life – short term v long term.
• Goal Orientation The motivation to achieve goals – aggressive masculinity v passive femininity.
• Uncertainty Orientation The emotional response to uncertainty and change – acceptance v avoidance.
• Power Orientation The appropriateness of power / authority within organizations – respect v tolerance.
• Social Orientation Relative importance of interests of individual vs interest of group(individualism v collectivism).
• The four dimensions of cultural intelligence Metacognitive, Cognitive, Motivational, Behavioural.
• Cultural Intelligence An individual’s capability to function and manage effectively in culturally diverse settings.
• Culture is based on Physical proximity, Frequent interactions, Random interactions, Learnings, Similarity
• External Adaption Process where employees adjust to changing environmental circumstances to attain organizational goals.
• Internal Integration Process where employees adjust to each other, work together, perceive themselves as collective entity.
• Weak Culture Little agreement among employees about organization’s values, norms, way things are supposed to be, what is expected.
• Strong Culture is defined as one that possess Intensity and Sharedness
• Strong Culture An organization’s core values, norms are widely shared among employees, intensely held by them, guide their behavior.
• Value sets are labeled by Clan, Hierarchy, Adhocracy and Market Culture
• Value sets The four competing sub-cultures that make up an organization's culture
• Fragmentation (or conflict) Perspective on Culture Consisting of an incompletely shared set of elements, loosely structured, constantly changing, generally in conflict.
• Differentiation Perspective on Culture Organization consisting of subcultures, each with own characteristics which differs from its neighbors.
• Integration (or unity) Perspective on Culture Regards culture as monolithic, characterized by consistency, organization-wide consensus and clarity.
• Social Science Culture is, Differentiation/ fragmentation, Culture tolerated, management control
• Managerial culture has, integration, culture managed, symbolic leadership
• Organizational culture takes place between two camps managerial and social science
• Role Modeling Socialization where individuals learn by example, copying behavior of established organizational members.
• Role Management Stage of Socialization Fine-tuning newcomers learning, adding those responsibilities expected from fully-fledged organizational members.
• Accommodation Stage of Socialization Period where newcomers learn company norms, values, behaviors, expectations, and adjust themselves.
• Anticipatory Stage of Socialization The expectations that a newcomer has about the job or organization before starting work
• Seven Steps in the process of organizational socialization Select, humiliate, train, evaluate, adherence, reinforce, role model
• Organizational Socialization Process where employee’s pattern behavior, values, attitudes, motives is influenced to conform to organization.
• Basic Assumptions relate to Quality, stability, morality, economy, excellence, profitability, predictability, responsibility, innovativeness
• Basic Assumptions Invincible, pre-conscious, unspoken understanding of human behavior, nature of reality and org rela to environ
• Organizational Values The accumulated beliefs held about how work should be done and situations dealt with, that guide employee behavior.
• Surface Manifestations of Organizational Culture include Artifacts, ceremonials, courses, heroes, jokes, language, legends, mottos, norms, physical layout, rites, sagas, slogans, stories, symbols
• Surface Manifestations (Observable culture) of Organizational Culture Culture’s most accessible forms which are visible and audible behavior patterns and objects
• What distinguishes the three levels of organizational culture Visibility and accessibility by individuals
• Basic Assumptions What employees take for granted
• Values What you are told
• Surface manifestation What you see, hear and feel
• Schein's Three levels of organizational culture Surface manifestation, Values, Basic Assumptions
• Competing Values Framework To distinguish the component sub-cultures of organizations so as to be able to deal with intra-company conflicts
• National Culture Dimensions To identify the dominant characteristics of different national cultures so as to be able to interact appropriately with their citizens
• Socialization Stages To differentiate between the stages of socialization in order to intervene appropriately when human resource problems occur
• Key attributes of organizational culture Shared, Pervasive, Enduring and Implicit
• Organizational Culture Levels To distinguish between levels and elements of culture so as to be able to understand and drive culture change
• Organizational Culture Shared values, beliefs and norms which influence way employees think, feel act towards others inside/outside organization
• Leaders vs Managers Inspire, motivate, drive change vs budget, hire, supervise, maintaining order
• Decision-Making The process of making choices from a number of alternatives.
• Classical Decision Theory Objective, have complete information, consider all alternatives/consequences before selecting optimal solutions
• Rational Model of Decision-Making Rational process consisting of a sequence of steps that enhance the probability of attaining a desired outcome.
• Rationality Scientific reasoning, empiricism, positivism, decision criteria that include evidence, logical argument, reasoning.
• Rational Decisions Decisions that are made using evidence, logical argument and reasoning.
• Descriptive Model of Decision-Making A model which seek to portray how decisions are actually made.
• Behavioral Theory of Decision-Making Recognizes that bounded rationality limits the making of optimal decisions.
• Bounded Rationality individuals make decisions by constructing simplified models extracting essential features without all complexity.
• Satisfying Decision-making where the first solution is judged to be good and selected, the search is then ended.
• Maximizing Decision-making where all alternatives are compared/evaluated to find the best solution to a problem.
• Perspective Model of Decision-Making Approach that recommends how individuals should make decisions to achieve a desired outcome.
• Explanatory Model of Decision-Making An approach that accounts for how individuals, groups and organizations made a decision.
• Heuristic Simple and approximate rule, guiding procedure, shortcut or strategy that is used to solve problems.
• Bias Prejudice, predisposition or systematic distortion caused by the application of a heuristic.
• Certainty Full knowledge of alternatives, high probability of availability, calculate costs, benefits, high predictability of outcomes.
• Risk High knowledge of alternatives, know probability availability, can calc cost, know benef, med predictability outcomes.
• Uncertainty Little knowledge of alternatives, low probability availability, have no predictability of outcomes.
• Routine Decisions Decisions made according to established procedures and rules.
• Adaptive Decision Require human judgement based on clarified criteria and are made using quantitative decision tools.
• Innovative Decisions Decisions which address novel problems and lack pre-specific courses of action.
• Group Polarization Taking a moderate stance on an issue related common value, after discussed, take more extreme decisions.
• Risky Shift Phenomenon Tendency group to make decisions riskier than those which individual members would recommend.
• Caution Shift Phenomenon Tendency of group to make decisions more cautiously than those individual members would recommend
• Groupthink Members striving for unanimity, override their motivation to appraise realistically the alternative action.
• Brainstorming All group members encouraged to propose ideas, without critiquing or censoring others' ideas.
• Nominal Group Technique Group members first working separately, then joining in order to generate ideas or make decisions.
• Escalation of commitment Increased commitment to previously made decision despite negative information suggesting otherwise.
• Decision-based Evidence Making Marshalling facts and analysis to support decision already been made elsewhere in the organization.

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