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Org B - LA 4
Terms and Definitions
| Term | Definition |
|---|---|
| Leadership | Use of power and influence to direct the activities of followers toward goal achievement |
| Power | defined as the ability to influence the behavior of others and resist unwanted influence in return |
| Legitimate Power | derives from a position of authority inside the organization and is sometimes referred to as “formal authority.” |
| Reward Power | exists when someone has control over the resources or rewards another person wants |
| Coercive Power | exists when a person has control over punishments in an organization |
| Expert Power | derives from a person’s expertise, skill, or knowledge on which others depend |
| Referent Power | exists when others have a desire to identify and be associated with a person |
| Substitutability | degree to which people have alternatives in accessing resources |
| Discretion | degree to which managers have the right to make decisions on their own |
| Centrality | represents how important a person’s job is and how many people depend on that person to accomplish their tasks |
| Visibility | how aware others are of a leader’s power and position |
| Influence | use of an actual behavior that causes behavioral or attitudinal changes in others |
| Rational Persuasion | use of logical arguments and hard facts to show the target that the request is a worthwhile one |
| Inspirational Appeal | tactic designed to appeal to the target’s values and ideals, thereby creating an emotional or attitudinal reaction |
| Consultation | occurs when the target is allowed to participate in deciding how to carry out or implement a request |
| Collaboration | attempting to make it easier for the target to complete the request |
| Ingratiation | use of favors, compliments, or friendly behavior to make the target feel better about the influencer |
| Personal Appeals | occur when the requestor asks for something based on personal friendship or loyalty |
| Apprising | occurs when the requestor clearly explains why performing the request will benefit the target personally |
| Pressure | use of coercive power through threats and demands |
| Coalitions | occur when the influencer enlists other people to help influence the target |
| Exchange Tactic | used when the requestor offers a reward or resource to the target in return for performing a request |
| Internalization | occurs when the target of influence agrees with and becomes committed to the influence request |
| Compliance | occurs when targets of influence are willing to do what the leader asks, but they do it with a degree of ambivalence |
| Resistance | occurs when the target refuses to perform the influence request and puts forth an effort to avoid having to do it |
| Organizational Politics | actions by individuals that are directed toward the goal of furthering their own self-interests |
| Political Skill | ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives |
| Competing | occurs when one party attempts to get their own goals met without concern for the other party’s results |
| Avoiding | occurs when one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down |
| Accommodating | occurs when one party gives in to the other and acts in a completely unselfish way |
| Collaboration | occurs when both parties work together to maximize outcomes |
| Compromise | occurs when conflict is resolved through give-and-take concessions |
| Negotiation | process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences |
| Distributive Bargaining | involves win–lose negotiating over a “fixed-pie” of resources |
| Integrative Bargaining | aimed at accomplishing a win–win scenario |
| Preparation | each party determines what its goals are for the negotiation and whether or not the other party has anything to offer |
| BATNA | describes each negotiator’s bottom line |
| Exchanging Information | each party makes a case for its position and attempts to put all favorable information on the table |
| Bargaining | The goal is for each party to walk away feeling like it has gained something of value |
| Closing and Commitment | This stage entails the process of formalizing an agreement reached during the previous stage |
| Alternative Dispute Resolution | process by which two parties resolve conflicts through the use of a specially trained, neutral third party |
| Mediation | requires a third party to facilitate the dispute resolution process, though this third party has no formal authority to dictate a solution |
| Arbitration | occurs when a third party determines a binding settlement to a dispute |
| Leadership | defined as the use of power and influence to direct the activities of followers toward goal achievement |
| Leader-Member Exchange Theory | describes how leader–member exchange (LMX) relationships develop over time on a dyadic basis |
| Role Taking | during which a manager describes role expectations to an employee and the employee attempts to fulfill those expectations with their job behaviors |
| Role Making | during which the employee’s own expectations for the dyad get mixed in with those of the leader. |
| Leader Effectiveness | defined as the degree to which the leader’s actions result in the achievement of the unit’s goals, the continued commitment of the unit’s employees, and the development of mutual trust, respect, and obligation in leader–member dyads |
| Leader Emergence | who becomes a leader in the first place |
| Autocratic Style | leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit |
| Consultive Style | leader makes the decision alone but asks for the opinions or suggestions of the employees in the work unit |
| Facilitative Style | leader presents the problem to a group of employees and seeks consensus on a solution, making sure that their own opinion receives no more weight than anyone else’s |
| Delegative Style | leader gives an individual employee or a group of employees the responsibility for making the decision within some page 473set of specified boundary conditions |
| Time-Driven Model of Leadership | suggests that the focus should shift away from autocratic, consultative, facilitative, and delegative leaders to autocratic, consultative, facilitative, and delegative situations |
| Initiating Structure | reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment |
| Consideration | reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings |
| Life Cycle Theory of Leadership | argues that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit |
| Readiness | broadly defined as the degree to which employees have the ability and the willingness to accomplish their specific tasks |
| Telling | the leader provides specific instructions and closely supervises performance |
| Selling | the leader supplements their directing with support and encouragement to protect the confidence levels of the employees |
| Participating | collaboration from the leader to help employees adjust to their more self-managed state of affairs |
| Delegating | leader turns over responsibility for key behaviors to the employees |
| Transformational Leadership | involves inspiring followers to commit to a shared 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 |
| Laissez-Faire Leadership | avoidance of leadership altogether |
| Transactional Leadership | occurs when the leader rewards or disciplines the follower depending on the adequacy of the follower’s performance |
| Passive-Management by Exception | the leader waits around for mistakes and errors, then takes corrective action as necessary |
| Active-Management by Exception | the leader arranges to monitor mistakes and errors actively and again takes corrective action when required |
| Contingent Reward | represents a 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 |
| Idealized Influence | involves behaving in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader |
| Inspirational Motivation | involves behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future |
| Intellectual Stimulation | involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways |
| Individualized Consideration | involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring |
| Substitutes for Leadership Model | 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. |
| Substitutes | reduce the importance of the leader while simultaneously providing a direct benefit to employee performance |
| Neutralizers | only reduce the importance of the leader; they themselves have no beneficial impact on performance |
| Organizational Structure | formally dictates how jobs and tasks are divided and coordinated between individuals and groups within the company. |
| Organizational Chart | drawing that represents every job in the organization and the formal reporting relationships between those jobs |
| Work Specialization | way in which tasks in an organization are divided into separate jobs |
| Chain of Command | essentially answers the question “Who reports to whom? |
| Span of Control | represents how many employees they are responsible for in the organization |
| Centralization | reflects where decisions are formally made in organizations |
| Formalization | when there are many specific rules and procedures used to standardize behaviors and decisions |
| Mechanistic Organizations | efficient, rigid, predictable, and standardized organizations that thrive in stable environments |
| Organic Organizations | flexible, adaptive, outward-focused organizations that thrive in dynamic environments |
| Organizational Design | process of creating, selecting, or changing the structure of an organization |
| Business Environment | consists of its customers, competitors, suppliers, distributors, and other factors external to the firm, all of which have an impact on organizational design |
| Company Strategy | describes an organization’s objectives and goals and how it tries to capitalize on its assets to make money |
| Technology | method by which it transforms inputs into outputs |
| Company Size | total number of employees, and structure |
| Simple Structure | common form of organizational design, primarily because there are more small organizations than large ones |
| Functional Structure | groups employees by the functions they perform for the organization |
| Multi-Divisional Structure | bureaucratic organizational forms in which employees are grouped into divisions around products, geographic regions, or clients |
| Product Structure | group business units around different products that the company produces |
| Geographic Structure | generally based around the different locations where the company does business |
| Client Structure | organized around serving customers |
| Matrix Structure | complex designs that try to take advantage of two types of structures at the same time |
| Restructuring | process of changing an organization’s structure |
| Bureaucratic Structure | organizational form that exhibits many of the facets of the mechanistic organization |
| Organizational Culture | shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees |
| Observable Artifacts | manifestations of an organization’s culture that employees can easily see or talk about |
| Symbols | found throughout an organization, from its corporate logo to the images it places on its website to the uniforms its employees wear |
| Physical Structures | How a workplace is physically designed |
| Language | the jargon, slang, and slogans used within the walls of an organization |
| Stories | consist of anecdotes, accounts, legends, and myths that are passed down from cohort to cohort within an organization |
| Rituals | daily or weekly planned routines that occur in an organization |
| Ceremonies | formal events, generally performed in front of an audience of organizational members |
| Espoused Values | beliefs, philosophies, and norms that a company explicitly states |
| Basic Underlying Assumptions | 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 |
| Fragmented Culture | employees are distant and disconnected from one another |
| Mercenary Culture | employees think alike but aren’t friendly to one another |
| Networked Culture | Cultures in which all employees are friendly to one another, but everyone thinks differently and does their own thing |
| Communal Culture | Organizations with friendly employees who all think alike |
| Customer Service Culture | focused on service quality |
| Safety Culture | Organizations with a high degree to which safe behaviors at work are viewed as expected and valued |
| Diversity Culture | Focus on having a diverse pool of workers |
| Sustainability Culture | fostered by the mission and values of many organizations |
| Creativity Culture | affect both the quantity and quality of creative ideas within an organization |
| Culture Strength | exists when employees definitively agree about the way things are supposed to happen within the organization and when their subsequent behaviors are consistent with those expectations |
| Subcultures | unite a smaller subset of the organization’s employees |
| Countercultures | when subcultures values don’t match those of the larger organization |
| ASA Framework | holds that 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 fi |
| Socialization | primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization’s culture. |
| Anticipatory Stage | happens prior to an employee spending even 1 second on the job |
| Encounter Stage | begins the day an employee starts work |
| Reality Shock | mismatch of information |
| Understanding and Adaptation | During this stage, newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization |
| Person-Organization Fit | degree to which a person’s personality and values match the culture of an organization |
| Realistic Job Previews | occur during the anticipatory stage of socialization during the recruitment process. page 560They involve making sure a potential employee has an accurate picture of what working for an organization is going to be like |
| Newcomer Orientation | way to start the socialization process for new employees |
| Mentoring | process by which a junior-level employee (protégé) develops a deep and long-lasting relationship with a more senior-level employee (mentor) within the organization |
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Faith64
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