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Org Manage 3
| Term | Definition |
|---|---|
| Groups | Two or more people who interact with one another such that each person influences and is influenced by each other person |
| Workgroups | A formal group formed by an organization to do its work |
| Command Group | A relatively permanent, formal group with functional reporting relationships; usually included in the organization chart |
| Affinity Group | Collections of employees from the same level in the organization who meet on a regular basis to share information, capture emerging opportunities, and solve problems |
| Informal Groups | Established / self-created by members |
| Friendship | Cordial personal relationships, relatively permanent |
| Interest | Common activity / interest, shorter-lived |
| Group Composition | The degree of similarity or difference among group members on factors important to the group’s work Homogeneous vs. Heterogeneous |
| Group Size | A group—the number of people in the group—can have as few as two members or as many members as can interact and influence one another. |
| Social Loafing | The tendency of some members of groups to put forth less effort in a group than they would when working alone |
| Group Norms | A standard against which the appropriateness of a behavior is judged |
| Group Cohesiveness | The extent to which a group is committed to staying together |
| Informal Leadership | A person who engages in leadership activities but whose right to do so has not been formally recognized by the organization or group |
| Psychological Safety | How much risk team members perceive and what consequences they believe they may face when asking a question, suggesting a new idea, or owning up to a problem. |
| Functional Teams | Members come from the same department or functional area |
| Cross-functional teams | Members come from different departments or functional areas |
| Problem-solving teams | Solve problems and make improvements |
| Self-directed teams | Set their own goals and pursue them in ways defined by the team |
| Venture Teams | Operate, semi-autonomously to create and develop new products, processes, or businesses |
| Virtual teams | Made up geographically and/or organizationally dispersed coworkers who communicate using telecommunications and information technologies |
| Global teams | Face-to-face or virtual with members are from different countries |
| Process Gain | Performance improvements that occur because people work together rather than independently |
| Process Loss | Performance decrements that occur when a team performs worse than the individual members would have if they had worked alone |
| Team Efficacy | A team’s shared belief that it can organize and execute the behaviors necessary to reach its goals |
| Trust | Confidence that other people will honor their commitments, especially when it is difficult to monitor or observe the other people’s behavior |
| Social Facilitation | Happens when people are motivated to look good to others and want to maintain a positive self-image |
| Roles | Define the behaviors and tasks each team member is expected to perform because of the position they hold |
| Phases of Team Implementations | Start-Up Reality & Unrest Leader-Centered Teams Tightly Formed Teams Self-Managing Teams |
| Legitimate Power | Power due to the position of authority held |
| Reward | Power due to control over rewards |
| Coercive | Power due to control over punishments |
| Expert | Power due to control because of knowledge, skills, or expertise |
| Informational | Power due to control over information |
| Referent | Power due to control because subordinates respect, admire, and identify with the leader |
| Persuasive | Power due to the ability to use logic and facts to persuade |
| Power | A person’s or group’s potential to influence another person’s or group’s behavior |
| Position Power | Based on one’s position in the organization Legitimate, Reward, Coercive |
| Personal Power | Based on the person’s individual characteristics, stays with a person regardless of his or her job or organization Expert, Informational, Referent, Persuasive |
| Empowerment | Sharing power with employees and giving them the authority to make and implement at least some decisions |
| Reciprocity | Obligation to given when you receive |
| Scarcity | People want more of those things they can have less of |
| Authority | People will follow credible, knowledgeable experts |
| Consistency | Looking for and asking for small initial commitments |
| Liking | People say yes to those they like, similar to us |
| Consensus/Social Proof | Especially when uncertain, people look to others to inform their own decisions |
| Leadership as a process | involves the use of noncoercive influence |
| Leadership as property | The set of characteristics attributed to someone who is perceived to use influence successfully |
| Trait Approach | Attempted to identify stable and enduring character traits that differentiated effective leaders from nonleaders |
| Influence | The ability to affect the perceptions, beliefs, attitudes, motivation, and/or behaviors of others |
| The Michigan Study | Only Job centered and employee centered leader behavior |
| The Ohio Study | Low and high consideration behavior and low and high initiating structure behavior |
| Country Club Management | Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo |
| Team Management | Work accomplishment is from committed people: interdependence through a "common stake" in organization purpose leads to relationships of trust and respect. |
| Middle-of-the-Road Management | Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. |
| Impoverished Management | Exertion of minimum effort to get required work done is appropriate to sustain organization membership. |
| Authority-Compliance | Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree |
| Situational Leadership Models | Assume that appropriate leader behavior varies from one situation to another. |
| Tannenbaum & Schmidt | Influenced by characteristics of manager, subordinates, and situation |
| Least Preferred Coworker | Situational Model; Leader’s Personality Trait: Task Motivation vs. Relationship Motivation Determinants of favorableness of situation Leader-Member Relations, Task Structure, Leader Position Power |
| Path Goal Theory of Leadership | Suggests that effective leaders clarify the paths (behaviors) that will lead to desired rewards (goals) |
| Vroom's Decision Tree | Attempts to prescribe how much participation subordinates should be allowed in making decisions Decision Trees: Time-Driven vs. Developmental-Driven Decide Delegate Consult (Individually) Consult (Group) Facilitate |
| Leader Member Exchange | Stresses the importance of variable relationships between supervisors and each of their subordinates |
| Hersey and Blanchard Model | The subordinate’s degree of motivation, competence, experience, and interest in accepting responsibility Styles Telling Selling Participating Delegating |
| Transformational Leadership | The set of abilities that allows the leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively |
| Transactional Leadership | focused on routine, regimented activities |
| Charismatic Leadership | A type of influence based on the leader’s personal |
| Charisma | a form of interpersonal attraction that inspires support and acceptance |
| Leadership Substitutes | Individual, task, and organizational characteristics that tend to outweigh the leader’s ability to affect subordinates’ satisfaction and performance |
| Leadership Neutralizers | Factors that render ineffective a leader’s attempts to engage in various leadership behaviors |
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