MGT 331 exam
informal groups
Emerge by members without being officially designated by the organization
global teams
Teams with members from different countries
influence
The ability to affect the perceptions, beliefs, attitudes, motivation, and/or behaviors of others.
group composition
The degree of similarity or difference among group members on factors important to the group's work.
verbal intonation
The emphasis given to spoken words and phrases.
Ohio State Leadership Studies
defined leader consideration and initiating-structure behaviors as independent dimensions of leadership
process power
- The control over methods of production -Being in a position to influence how inputs are transformed into outputs for the firm
Cohesiveness is high when:
-Members agree on common goals -Group size is small -Rewarded for group results -Homogeneity - Longevity
body language
A body movement such as a gesture or expression that conveys information to others.
feedback
A check on the success of the communication.
Charisma
A form of interpersonal attraction that inspires support and acceptance.
change agent
A person responsible for managing a change effort.
informal leader
A person who engages in leadership activities but whose right to do so has not been formally recognized by the organization or group.
Power
A person's or group's potential to influence another person's or group's behavior
referent power
A personal power based on a manager's charisma or attractiveness to others.
expert power
A personal power based on an individual's knowledge or expertise.
legitimate power
A position power based on a person's holding of the managerial position rather than anything the manager is or does as a person.
coercive power
A position power based on fear or a desire to avoid punishment.
reward power
A position power that involves the use of rewards to influence and motivate followers
norm
A standard against which the appropriateness of a behavior is judged.
organizational culture
A system of shared values, norms, and assumptions that guide members' attitudes and behaviors.
functional teams
A team whose members come from the same department or function area.
Charistmatic Leadership
A type of influence based on the leader's personal charisma
Teams
An interdependent collection of at least two individuals who share a common goal and share accountability for the team's as well as their own outcomes.
noise
Anything that blocks, distorts, or changes in any way the message the sender intended to communicate.
trait approach
Attempted to identify stable and enduring character traits that differentiated effective leaders from nonleaders.
impression management
Attempts to behave in ways that create and maintain desired impressions in others eyes, trying to manipulate or control the impressions that others form about you
Position Power
Based on one's position in the organization
personal power
Based on the person's individual characteristics, stays with a person regardless of his or her job or organization.
Hersey and Blanchard Model
Based on the premise that appropriate leader behavior depends on the "readiness" of the leader's followers (i.e., the subordinate's degree of motivation, competence, experience, and interest in accepting responsibility).
active listening
Becoming actively involved in the process of listening to what others are saying and clarifying messages' meaning.
forming
Characterized by members' sharing information about themselves and getting to know one another.
trust
Confidence that other people will honor their commitments, especially when it is difficult to monitor or observe the other people's behavior.
encoding
Converting a thought, idea, or fact into a message composed of symbols, pictures, or words.
Michigan leadership studies
Defined job-centered and employee-centered leadership as opposite ends of a single leadership dimension.
Work Groups
Formal groups officially designated by the organization to serve a specific organizational purpose
social facilitation
Happens when people are motivated to look good to others and want to maintain a positive self-image.
influence
How people translate their power to affect the behavior of others.
influence tactics
How people translate their power to affect the behavior of others.
Filtering
How we reduce the amount of information being received to a manageable amount.
employee-centered behavior
Involves attempting to build effective work groups with high performance goals.
job-centered leader behavior
Involves paying close attention to the work of subordinates, explaining work procedures, and demonstrating a strong interest in performance.
Leadership (as process)
Involves the use of non coercive influence.
transactional leadership
Leadership focused on routine, regimented activities.
norming
Members cooperate, help one another, and work toward accomplishing tasks.
storming
Members discuss their feelings more openly and agree on group goals and individual roles in the group.
group think
Occurs when a group's overriding concern is a unanimous decision rather than a critical analysis of alternatives.
In-group
Often receives special duties requiring more responsibility and autonomy; they may also receive special privileges, such as more discretion about work schedules.
process loss
Performance decrements that occur when a team performs worse than the individual members would have if they had worked alone.
process gain
Performance improvements that occur because people work together rather than independently.
Friendship groups
Permanent, Is relatively permanent and informal and draws its benefits from the social relationships among its members. (ex: coworkers who become friends)
informational power
Power derived from control over information
abuse of power
Power due to the ability to use logic and facts to persuade.
persuasive power
Power due to the ability to use logic and facts to persuade.
Out-group
Receive less of the supervisor's time and attention and are likely to be assigned the more mundane tasks the group must perform and not be "in the loop" when information is being shared.
empowerment
Sharing power with employees and giving them the authority to make and implement at least some decisions.
organizational politics
Social influence attempts directed at those who can provide rewards that will help promote or protect the self-interests of the actor.
Leader-member Exchange Model (LMX)
Stresses the importance of variable relationships between supervisors and each of their subordinates.
Interest groups
TEMPORARY, Is relatively temporary and informal and is organized around a common activity or interest of its members
problem solving teams
Teams established to solve problems and make improvements at work
virtual teams
Teams of geographically and/or organizationally dispersed coworkers who communicate using the Internet and other information technologies.
self directed teams
Teams that set their own goals and pursue them in ways decided by the team.
message
The encoded information.
organizational communication
The exchange of information among two or more individuals or groups in an organization that creates a common basis of understanding and feeling.
group cohesiveness
The extent to which a group is committed to staying together.
culture of inclusion
The extent to which majority members value efforts to increase minority representation, and whether the qualifications and abilities of minority members are questioned.
performing
The group is mature; members work together and are flexible, adaptive, and self-correcting.
channel
The medium used to send the message.
artifacts
The physical manifestation of the culture including open offices, awards, ceremonies, and formal lists of values.
Espoused values and norms
The preferred values and norms that are stated by the organization.
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.
leadership (as property)
The set of characteristics attributed to someone who is perceived to use influence successfully.
social network
The set of relationships among people connected through friendship, family, work, or other ties.
social loafing
The tendency of some members of groups to put forth less effort in a group than they would when working alone.
communication
The transmission of information from one person to another to create a shared understanding and feeling.
assumptions
Those organizational values that have become so taken for granted over time that they become the core of the company's culture.
decoding
Translating the message back into something that can be understood by the receiver.
behavioral approach
Tried to identify behaviors that differentiated effective leaders from non leaders.
Group
Two or more people who interact with one another such that each person influences and is influenced by each other
enacted values and norms
Values and norms that employees exhibit based on their observations of what actually goes on in the organization.
selective perception
When we selectively interpret what we see based on our interests, expectations, experience, and attitudes rather than on how things really are.
distraction
cognitive capacity as a fixed resource
force field analysis
driving force: push toward change restraining forces: push toward status quo equilibrium: balance of the forces
affinity groups
formal, relatively permanent, not part of organizational chart
Command group
formal, relatively permanent, part of organizational chart, ex: academic department chairman and the faculty members in that dept
stages of group development
forming, storming, norming, performing
consideration behavior
involves being concerned with subordinates' feelings and respecting subordinates' ideas
initiating-structure behavior
involves clearly defining the leader-subordinate roles so that subordinates know what is expected of them
leadership
process of influencing others to understand and agree on goals, facilitating individual and collective efforts to accomplish shared efforts, both a process and a property
responses to influence
resistance, compliance, commitment
evaluation apprehension
role of observer as judge
roles
set expectations associated with a job or position on a team
task complexity
simple, motor, highly trained, performance improves
LPC theory of leadership
suggests that a leader's effectiveness depends on the situation
socialization
the process through which individuals become social belongings
group think
thinking or making decisions as a group, leads to bad decision making
Lewins change process model
unfreezing: situation is prepared for change move/change: specific actions are taken to create change refreezing: changes are reinforced and stabilized
organizational socialization
● The process through which new employees are transformed from outsiders to participating, effective members of the organization
cross functional teams
A team whose members come from different departments or functional areas.
nonverbal communication
Communications that are not spoken or written but that have meaning to others.
