OB Final Chapter 4, 8, 13, 14, 15, 16

Suppress

**an option in response to diversity issues** Differences are squelched or discouraged when _blank_ is the diversity strategy. Managers and peers tell employees to quit whining and complaining about issues

Assimilate

**an option in response to diversity issues** The idea behind _blank_ is that, given time and reinforcement, all diverse people will learn to fit in or become like the dominant group

Foster Mutual Adaptation

**an option in response to diversity issues** _blank_ allows people to change their views for the sake of creating positive relationships with others. Employees and managers alike must be willing to accept differences and, most important, agree that everyone and everything is open for change.

Build Relationships

**an option in response to diversity issues** _blank_ is based on the premise that good relationships can overcome differences. It addresses diversity by fostering high-quality relationships-characterized by acceptance and understanding-among diverse groups.

Tolerate

**an option in response to diversity issues** entails acknowledging differences but not valuing or accepting them. This approach allows orgs to give lip service to the issue of managing diversity. It differs from isolation in that it allows for the inclusion of diverse people, but differences are still not truly valued or accepted.

Isolate

**an option in response to diversity issues** maintains the status quo by setting the diverse person off to the side. Then he or she is unable to influence organizational change. Managers can _blank_ people and entire teams and departments by putting them on special projects, creating functionally independent entities often referred to as silos.

Deny

**an option in response to diversity issues** people may deny differences exist, saying that all decisions are color-, gender-, and age-blind and that success is determined solely by merit and performance.

Artifacts

**apart of Level 1 of Org Culture** are the physical manifestation of an org's culture. Include: acronyms, manner of dress, awards, myths/stories about org, rituals/ceremonies.

espoused values

**apart of Level 2 of Org Culture** are the explicitly stated qualities and norms preferred by an organization

Enacted values

**apart of Level 2 of Org Culture** are the qualities and norms that are exhibited or converted into employee behavior

basic underlying assumptions

**apart of Level 3 of Org Culture** are organizational values so taken for granted over time that they become assumptions guiding org behavior. are employees' deep-seated beliefs about their company and are the core of the org culture. They are highly resistant to change

unfreezing stage

**apart of Lewin's 3 stage model of planned change** creating the motivation to change

Changing

**apart of Lewin's 3 stage model of planned change** providing employees with new information, new behavioral models, new processes or procedures, new equipment, new technology, or new ways of getting the job done.

Refreezing

**apart of Lewin's 3 stage model of planned change** to support and reinforce the change

Phase 2: Encounter

**apart of the 3 phase model of org socialization** This phase begins when the employment contract has been signed During the phase, employees come to learn what the org is really like.

Phase 1: Anticipatory Socialization

**apart of the 3 phase model of org socialization** This phase occurs before an individual actually joins an organization. During this phase people acquire information about different careers, occupations, professions, and organizations that can come from many sources.

forming stage

**apart of the Tuckman's 5-stage of group development** group members tend to be uncertain and anxious about the unknown such as their roles, the people in charge, and the group's goals. Mutual trust is low and there is a good deal of holding back to see who takes charge and how

Causes of resistance to change: recipient characteristics

1. Dispositional resistance to change. 2. Surprise and fear of the unknown 3. Fear of failure 4. Loss of status and/or job security 5. Peer pressure 6. Past success

Formal Group Informal Group

2 Types of Groups

1) Charters and strategies 2) Composition 3) Capacity

3 C's of Effective Teams **diff than team players

1. Dependence 2. Accountability 3. Time

3 Characteristics of Groups and Teams

1. Leader-member relations 2. Task structure 3. Position power

3 Dimensions of Situational Control

1) Contractual Trust: trust of character 2) Communication Trust: trust of disclosure 3) Competence Trust: trust of capability

3 Forms of Trust

1. Leader-member exchange (LMX) theory 2. The use of humility 3. A follower perspective

3 Perspectives on Leadership

1. anticipatory socialization 2. encounter 3. change and acquisition

3 Phase Model of Org Socialization

1. adaptive change 2. innovative change 3. radically innovative change

3 Types of Change

1. educational component 2. enforcement component 3. exposure component

3 components of managing diversity

1. Shared concept 2. Learned over time 3. Influences our behavior at work 4. Affects outcomes at multiple levels:

4 Characteristics of Org Culture

1. Coordination of effort 2. Aligned goals 3. Division of labor 4. Hierarchy of authority

4 Common Denominators of all Orgs

1. demographic characteristics 2. technological advancements 3. shareholder, customer, and market changes 4. social, political, and regulatory

4 External Forces For Change

1. Org size 2. Skill level 3. Org culture: (narrow = hierarchical culture, wide: clan or adhocracy) 4. Managerial responsibilities

4 Factors When Establishing Spans of Control

1. Establish org identity. 2. Encourage collective commitment 3. Ensure social system stability 4. Act as sense-making device

4 Functions of Org Culture

1. inspirational motivation 2. idealized influence 3. individualized consideration 4. intellectual stimulation

4 Key Behaviors of transformational leaders

1. Personality 2. Internal (surface-level) Dimensions 3. External Dimensions 4. Organizational Dimensions

4 Layers of Diversity

1. Initiation 2. Cultivation 3. Separation 4. Redefinition

4 Phases of Mentoring

1. task-oriented behavior 2. relationship-oriented behavior 3. passive behavior 4. transformational behavior

4 Types of Leadership Behavior

1. Clan 2. Adhocracy 3. Hierarchy 4. Market

4 Types of Org Culture

1. Individual level 2. Group level 3. Org level 4. Extra-org level

4 Types of Stressors

1. Pooled 2. Sequential 3. Reciprocal 4. Comprehensive

4 Types of Task Interdependence

1. Hierarchy of authority (who reports to whom) 2. Division of Labor 3. Spans of Control 4. Line of staff positions

4 basic dimensions of org structure

1. founder's values 2. industry and business environment 3. national culture 4. organization's vision and strategies 5. behavior of leaders

5 Elements That Drive Org Culture

1. Strategy and Goals 2. Market Uncertainty 3. Decision-Making Processes 4. Technology 5. Size

5 Key Contingency Factors when making decisions about organization design:

Clan Culture

A company with a clan culture has an internal focus and values flexibility rather than stability and control.

norming stage

A feeling of team spirit is sometimes experienced during the stage because members believe they have found their proper roles. Group cohesiveness is the principle byproduct of this stage.

performing stage

Activity during this vital stage is focused on solving task problems, as contributors get their work done without hampering others. The stage is characterized by a climate of open communication, strong cooperation, and lots of helping behavior.

task roles keep the group on TRACK, while maintenance roles keep the group TOGETHER

Difference between task roles and maintenance roles

cognitive categories

Encoding is required to store information, so our brains interpret or translate raw info into mental representations. To accomplish this, individuals assign pieces of information to ____.

Least Preferred Coworker (LPC)

Fiedler developed this _blank_ to measure the extent to which an individual takes a task or relationship-based approach toward leadership

Significance community excitement

Followers seek, admire, and respect leaders who foster 3 emotional responses in others:

Option 1: Include/exclude Option 2: Deny Option 3: Assimilate Option 4: Suppress Option 5: Isolate Option 6: Tolerate Option 7: Build Relationships Option 8: Foster Mutual Adaptation

Framework of Options that orgs use to address any diversity issue.

1. Consensus 2. Distinctiveness 3. Consistency

Harold Kelly hypothesized that people make casual attributions by observing 3 dimensions of behavior:

punctuated equilibrium

In contrast to the discrete stages of tuckman's model, some groups follow this different form of development. Its when groups establish periods of stable functioning until an event causes a dramatic change and norms, roles, and / or objectives; the group then establishes and maintains new norms of functioning, returning to an equilibrium.

Schema

In social information processing theory, a particular category builds on a ____. Stage 2 of Social Perception

modular structure

In this structure, the company assembles products, parts, components, or modules provided by external contractors. also is responsible for ensuring that the parts meet quality requirements, that they arrive in a timely fashion, and that the org is capable of efficiently combining the parts into the final whole.

diversity climate

Is a subcomponent of an organization's overall climate and is defined as the employees' aggregate "perceptions about the organization's diversity-related formal structure characteristics and informal values".

Unfreezing, Changing, Refreezing

Lewin developed a 3 stage model of planned change that explained how to initiate change, manage, and stabilize the change process. The stages are...

horizontal design

Orgs defined by _blank_ approach work hard to flatten hierarchy and organize people around specific segments of the work flow.

Traditional Design

Orgs defined by a _blank_ approach tend to have functional, divisional, and/or matrix structures.

open design

Orgs defined by an _blank_ approach tend to have hollow, modular, or virtual structures.

1. The characteristics of the perceiver 2. The characteristics of the target (person or group) 3. The characteristics of the situation

Perception is influenced by 3 key components which are what?

Step 1: Information Acquisition Step 2: Information Distribution Step 3: Information Interpretation Step 4: Knowledge Integration Step 5: Organizational Memory

Process of Org Learning

1. Fundamental Attribution Bias 2. Self-Serving Bias

Researchers have uncovered 2 attributional tendencies that distort our interpretation of observed behavior:

Stages of Social Perception

Stage 1: Selective Attention/Comprehension Stage 2: Encoding and Simplification Stage 3: Storage and Retention Stage 4: Retrieval and Response

True

Stereotypes are not always negative

Organizational arrangements Social factors Methods people

Target elements of change

Committed Collaborative Competent

The 3 C's of Team Players

1. Observable Artifacts 2. Espoused Values 3. Basic Underlying Assumptions

The 3 levels of Org Culture

A. Name the event or problem B. List your beliefs about the event or problem. C. Identify the consequences of your beliefs D. Formulate a counterargument to your initial thoughts and beliefs. E. Describe how energized and empowered you feel at the moment.

The ABCDEs of Cognitive Restructuring

implicit cognition

The existence of this _____ leads to people making biased decisions without realizing they are doing so

Stages of Social Perception

The first 3 stages describe how specific social information is observed and stored in memory. The 4th and final stage, retrieval and response, involves turning mental representations into real-world judgements and decisions.

adjourning stage

The group's work is done; it is time to move on to other things. The return to Independence can be eased by rituals such as parties or reward ceremonies celebrating the end and new beginnings. During this stage, leaders must emphasize valuable lessons learned.

1. consideration 2. empowering leadership 3. servant-leadership 4. ethical leadership

The purpose of relationship-oriented leadership is to enhance employee's skills and create positive work relationships among coworkers and between the leader and their employees. OB researchers have found the impact of 4 relationship-oriented behaviors:

Least Preferred Coworker (LPC)

The scale asks you to evaluate a coworker you least enjoy working with on 16 pairs of opposite characteristics (such as friendly/unfriendly and tense/relaxed)

eustress

Think of ways stress generates positive emotions, like excitement instead of anxiety. We call stress associated with positive emotions and outcomes...

Ethnocentrism

This _blank_ barrier is based on the feeling that our cultural rules and norms are superior to or more appropriate than the rules and norms of another culture.

managing diversity

This _blank_ enables people to perform up to their maximum potential. It also focuses on changing an org's culture and infrastructure such that people work to the highest productivity possible.

Affirmative Action

This _blank_ is not a law in and of itself, but instead an outgrowth of equal employment opportunity (EEO) legislation.

Americans with Disabilities Act (ADA)

This _blank_ prohibits discrimination against those with disabilities and requires orgs to reasonably accommodate an individual's disabilities

attribution theory

This theory is based on this simple sentence: rightly or wrongly, people infer causes for their own and others' behavior.

attribution theory

This theory was founded by Fritz Heider

Attention

To avoid being overwhelmed, people selectively perceive subsets of environmental stimuli. This is where ____ plays a role. Apart of Stage 1 in Social Perception

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

Tuckman's 5 Stage Model of Group Development

1. Categorization 2. Inferences 3. Expectations 4. Maintenance

We build stereotypes through what 4-step process?

• Task-oriented leadership: high/low-control situations • Relationship-oriented leadership: moderate control situations

When is each style most effective? Task-oriented leadership & Relationship-oriented leadership

Cross-functional teams (CFTs)

_blank_ are created with members from different disciplines within an organization, such as finance, operations, and R&D

On-ramping

_blank_ programs that encourage people to reenter the workforce after a temporary career break.

Competing Values Framework (CVF)

_blank_ provides a practical way for managers to understand, measure, and change org culture.

New-direction innovations

_blank_ take a totally new or different approach to a product, service, process, or industry.

Perception

a cognitive process that enables us to interpret and understand our surroundings

Team Charter

a document that describes how the team will operate, for instance, how members will share information, hold members accountable, deal with conflict, and make decisions.

initiating structure

a leader behavior that organizes and defines what group members should be doing to maximize output

leadership prototype

a mental representation of the traits and behaviors that people believe are possessed by leaders

role

a set of expected behaviors for a particular position

group role

a set of shared expected behaviors for members of the group as a whole

dispositional resistance to change

a stable personality trait, are "less likely to voluntarily initiate changes and more likely to form negative attitudes toward the changes [they] encounter.

hollow structure

also known as a network structure, is designed around a central core of key functions and outsources other functions to outside companies or individuals who can do them cheaper or faster.

Include/Exclude

an outgrowth of affirmative action programs. Its primary goal is to either increase or decrease the number of diverse people at all levels of the organizations.

Transgender

applies to anyone whose gender identity or gender expression is different from sex at birth.

project teams

are assembled to tackle a particular problem, task, or project. Depending on the purpose, the duration can vary from one meeting to many years.

Teams

are collections of 2 or more individuals whose task and responsibilities depend on the other members, are collectively accountable for the performance and outcomes associated with their work, and work together for the time required for task completion.

Organic organizations

are flexible networks of multi-talented individual who perform a variety of tasks.

Mechanistic organizations

are rigid bureaucracies with strict rules, narrowly defined tasks, top-down communication, and centralized decision making.

Norms

are shared attitudes, opinions, feelings, or behaviors that guide individual and group behavior.

target elements of change

are the components of an org that can be changed

rites and rituals

are the planned and unplanned activities and ceremonies used to celebrate important events or achievements.

Demographics

are the statistical measurements of populations and their qualities (such as age, race, gender, or income) over time

escape strategies

are those in which you avoid or ignore stressors. These strategies are beneficial if you have no control over the stressors or their causes.

surface-level characteristics

are those that are quickly apparent to interactants, such as race, gender, and age.

deep-level characteristics

are those that take time to emerge in interactions, such as attitudes, opinions, and values

secondary appraisal

are your perceptions of how able you are to cope with a given demand.

primary appraisal

are your perceptions of whether a stressor is irrelevant, positive, or negative.

behavioral styles approach

attempts to identify the unique behaviors displayed by effective leaders

Internal Factors; External factors

behavior can be attributed either to _blank_ within a person, such as ability, or to _blank_ within the environment, such as a difficult task.

glass ceiling

coined in 1986, this _blank_ identifies an invisible but absolute barrier that prevents women from advancing to higher-level positions.

Groups

collections of 2 or more individuals with low or no task dependency, who are not accountable to each other for their work, and who may or may not assemble for a specified period of time.

matrix structure

combines a vertical structure with an equally strong horizontal overlay. can be complex and confusing without an extra layer of collaboration and integration to effectively implement the structure.

External forces of change

come from outside the org

Market culture

companies with this have a strong external focus and value stability and control.

Distinctiveness

compares a person's behavior on one task with his or her behavior on other tasks

consensus

compares an individual's behavior with that of his or her peers

narcissism

consists of a self-centered perspective, feelings of superiority, and a drive for personal power and glory

control strategy

consists of behaviors and cognitions that directly anticipate or solve problems. A control strategy has a take charge tone.

individualized consideration

consists of behaviors that provide support, encouragement, empowerment, and coaching to employees

open system

depends on constant interaction with the environment for survival.

Leader-member relations

describe the extent to which the leader has the support, loyalty, and trust of the work group

team composition

describes the collection of jobs, personalities, knowledge, skills, abilities, and experience levels of team members. this affects the team performance

spans of control

describes the number of people reporting directly to a given manager can range from narrow to wide

contingency theory

developed by Fred Fiedler. based on the premise that a leader's effectiveness is contingent on the extent to which the leader's style matches characteristics of the situation at hand.

Staff employees

do background research and provide technical advice and recommendations to their line managers

divisional structure

employees are segregated into org groups based on industries, products or services, customers or clients, or geographic regions.

psychological empowerment

employees' belief that they have control over their work, is believed to drive intrinsic motivation

task roles

enable the work group to define, clarify, and pursue a common purpose

Improvement innovations

enhance or upgrade an existing product, service, or process.

informal group

exists when the members' overriding purpose of getting together is friendship or a common interest

mission statements

express the reason an organization exists. Example: Instagram: "To capture and share the world's moments."

Symptom management strategies

focus on reducing the symptoms of stress and include relaxation, meditation, medication, and exercise.

Transactional Leadership

focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance

servant-leadership

focuses on increased service to others rather than to oneself

maintenance roles

foster supportive and constructive interpersonal relationships

line managers

generally have the authority to make decisions for their units.

Realistic Job Preview (RJP)

gives recruits a realistic idea of what lies ahead by presenting both positive and negative aspects of the job.

cognitive categories

groups of objects that are considered equivalent. Ex: generally designated by names: dog/animal Stage 2 of Social Perception

functional structure

groups people according to the business functions they perform, for example, manufacturing, marketing, and finance.

hierarchy culture

has an internal focus, which produces a more formalized and structured work environment, and values stability and control over flexibility.

work teams

have a well-defined and common purpose, are more or less permanent, and require complete commitment of their members.

Self-Managed Teams (SMTs)

have collective autonomy and responsibility to plan, manage, and execute tasks interdependently to achieve their goals. Many of these elements are normally performed by managers, but in this, members act as their own supervisors.

organizational dimensions

include seniority, job title and function, and work location.

Radically innovative change

introduces a practice new to the industry, and is at the high end of the continuum of complexity, cost, and uncertainty.

innovative change

introduces a practice that is new to the organization Midway on the continuum of complexity, cost, and uncertainty.

Accountability

involves who is responsible for the task and related outcomes.

Sustainability

is "a company's ability to make a profit without sacrificing the resources of its people, the community, and the planet.

outcome interdependence

is "the degree to which the outcomes of task work are measured, rewarded, and communicated at the group level so as to emphasize collective outputs rather than individual contributions

organizational socialization

is "the process by which individuals acquire the knowledge, skills, attitudes, and behaviors required to assume a work role."

product innovation

is a change in the appearance or functionality/performance of a product or a service or the creation of a new one.

process innovation

is a change in the way a product or service is conceived, manufactured, or distributed.

innovation system

is a coherent set of interdependent processes and structures that dictates how the company searches for novel problems and solutions, synthesizes ideas into a business concept and product designs, and selects which projects get funded.

vision

is a compelling future state for an organization

charisma

is a form of interpersonal attraction that inspires acceptance, devotion, and enthusiasm

org chart

is a graphic representation of formal authority and division of labor relationships.

Consideration

is a leader behavior that creates mutual respect or trust and prioritizes group members' needs and desires.

vision

is a long-term goal that describes what an organization wants to become

Coaching

is a process that focuses on improving an individual's behavior and performance to resolve work issues or handle specific aspects of the job and may be short term

Leadership

is a process whereby an individual influences a group of individuals to achieve a common goal

fatigue

is a prolonged state of physical and mental exhaustion that cannot simply be remedied by a good night's sleep.

Closed system

is a self-sufficient entity. It is "closed" to the surrounding environment.

organization

is a system of consciously coordinated activities or forces of 2 or more persons.

storming stage

is a time of testing. individuals test the leaders' policies and assumptions as they try to decide how they fit into the power structure. Subgroups may form and resist the current direction of a leader or another subgroup. In fact, some management experts say the reason many new CEOs don't survive is they never get beyond this stage.

strategy map

is a visual representation of a company's critical objectives and The crucial relationships among them that drive organizational performance.

LGBT

is a widely recognized acronym to represent lesbian, gay, bisexual, and trans. q meaning "questioning" or "queer"

stereotype

is an individual's set of beliefs about the characteristics or attributes of a group.

Affirmative Action

is an intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past.

Resistance to change

is any thought, emotion, or behavior that does not align with actual or potential changes to existing routines.

formal group

is assigned by an organization or its managers to accomplish specific goals

Leader-Member Exchange (LMX) Theory

is based on the assumption that leaders develop unique one-to-one relationships with each of the people reporting to them

psychopathy

is characterized by lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath's actions harm others this type of person is toxic at work

boundaryless organization

is one in which management has largely succeeded in breaking down barriers between internal levels, job functions, and departments, as well as reducing external barriers between the association [org] and those with whom it does business.

Onboarding

is one such technique used, where onboarding programs help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics and by clarifying work-role expectations and responsibilities.

virtual structure

is one whose members are geographically apart, usually working with e-mail and other forms of information technology, but that generally appears to customers as a single, unified org with a real physical location.

change agent

is someone who is a catalyst in helping organizations deal with old problems in new ways.

team adaptive capacity (adaptability)

is the ability to make needed changes in response to demands put on the team

Emotional Intelligence (EI)

is the ability to manage our emotions in leadership and social relationships

collaboration

is the act of sharing information and coordinating efforts to achieve a collective outcome.

global mind-set

is the belief in one's ability to influence dissimilar others in a global context

task interdependence

is the degree to which team members depend on each other for information, materials, and other resources to complete their job tasks.

Time

is the duration that members spend together completing tasks and responsibilities.

position power

is the leader's formal power to reward, punish, or otherwise obtain compliance from employees

Attention

is the process of becoming consciously aware of someone or something.

Mentoring

is the process of forming and maintaining intensive and lasting developmental relationships between a variety of developers (people who provide career and psychosocial support) and a junior person (the protégé, if male, or protegee if female).

Human capital

is the productive potential of an individual's knowledge, skills, and experiences.

social capital

is the productive potential resulting from relationships, goodwill, trust, and cooperative effort

readiness for change

is the strength of our beliefs and attitudes about the extent to which changes are needed and our capacity to successfully implement them.

social loafing

is the tendency for individual effort to decline as group size increases. produce low quality work, which causes others to work harder to compensate, and they can also distract or disrupt the work of their other team members. Such situations are made worse when they expect the same rewards as other members of the team, including those who picked up their slack.

Machiavellianism

is the use of manipulation, a cynical view of human nature, and a moral code that puts results over principles

trust

is the willingness to be vulnerable to another person, and the belief that the other person will consider the impact of how his or her intentions and behaviors will affect you.

Idealized Influence

is to instill pride, respect, and trust within employees

tiredness

is typically physical and short-term and is resolved by rest and sleep.

consistency

judges whether the individual's performance on a given task is consistent over time

transformational leaders

leaders who transform their followers to pursue org goals over self-interests

task structure

measures the amount of structure contained within tasks performed by the work group

Failure

occurs when an activity fails to deliver its expected results or outcomes.

Discrimination

occurs when employment decisions about an individual are based on reasons not associated with performance or related to the job.

Decentralized decision making

occurs when important decisions are made by middle and lower level managers.

Centralized decision making

occurs when key decisions are made by top management.

contingency approach to organization design

organizations tend to be more effective when they are structured to fit the demands of the situation

Internal Forces of Change

originate from inside the org, and come from both HR problems and managerial behavior and decisions.

strategic plan

outlines the org's long-term goals and the actions necessary to achieve them.

learning organization

proactively creates, acquires, and transfers knowledge and changes its behavior on the basis of new knowledge and insights.

Contingency Theories

propose that the effectiveness of a particular style of leader behavior depends on the situation

Implicit leadership theory

proposes that people have beliefs about how leaders should behave and what they should do for their followers these beliefs are summarized in a leadership prototype

adhocracy culture

reflects an org with less structure and bureaucracy. It also reflects a management team focused on responding to problems rather than avoiding them.

fundamental attribution bias

reflects our tendency to attribute another person's behavior to his or her personal characteristics, rather than to situation factors

psychological safety

reflects the extent to which people feel free to express their ideas and beliefs without fear of negative consequences

adaptive change

reintroduces a familiar practice either in a different unit or in the same unit at a different point in time.

Schema

represents a person's mental picture or summary of a particular event or type of stimulus Stage 2 of Social Perception

ethical leadership

represents normatively appropriate behavior that focuses on being a moral role model clearly driven by personal factors related to beliefs and values

self-serving bias

represents our tendency to take more personal responsibility for success than for failure

empowering leadership

represents the leader's ability to create perceptions of psychological empowerment in others

Diversity

represents the multitude of individual differences and similarities that exist among people

Phase 3: Change and Acquisition

requires employees to master important tasks and roles and adjust to their work group's values and norms.

Organizational design

sets the structures of accountability and responsibility used to develop and implement strategies, and the human resource practices and information and business processes that activate those structures.

network intelligence

social capital can lead to this _blank_ , and also draws on the knowledge of your social network.

Casual attributions

suspected or inferred causes of behavior

horizontal structure

teams or work groups, either temporary or permanent, are created to improve collaboration and work on common projects.

dependence

the extent to which one member's task and responsibilities are linked to those of other members.

job stress

the harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the worker.

org culture

the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments

abusive supervision

the sustained display of hostile verbal and nonverbal behaviors, excluding physical contact Ex: telling subordinates their ideas are stupid; criticizing them in front of colleagues and other managers; giving silent treatment

locus of control

the tendency for people to assume that they either have control or do not have control over events and consequences in their lives

external influences

these are individual differences over which we have more control, such as where we live, our religious affiliation, martial status, work exp.

intellectual stimulation

this _blank_ behavior encourages employees to question the status quo and to seek innovative and creative solutions to organizational problems

team performance strategies

this _blank_ deliberate plans that outline what exactly the team is to do, such as goal setting and defining particular member roles, tasks, and responsibilities

access-and-legitimacy perspective

this _blank_ on diversity is based in recognition that the organization's markets and constituencies are culturally diverse

strategic plan

this _blank_ outlines an org's long-term direction and the actions necessary to achieve planned results.

unity of command principle

this _blank_ specifies that each employee should report to only one manager

Path-Goal Theory

which holds that leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction

Inspirational Motivation

which includes the use of charisma, relies on an attractive vision of the future, emotional arguments, and demonstrated optimism and enthusiasm

Presenteeism

which occurs when employees show up but are sick or in no condition to work productively.

virtual teams

work across time, space, and organizational boundaries to achieve common goals.

Underemployment

working at jobs that require less education than they have Ex: waiting tables

Affirmative Action

• can refer to both voluntary and mandatory programs • does not legitimize quotas • does not require companies to hire unqualified people • has created tremendous opportunities for women and minorities • does not foster the type of thinking needed to manage diversity effectively.