Org Exam 2 terms
Autonomy
"I need to feel independent to influence my environment." This is the desire to have freedom and discretion in determining what you want to do and how you want to do it.
Relatedness
"I want to be connected with others." This is the desire to feel part of a group, to belong, and to be connected with others.
Team adaptive capacity
(adaptability) is the ability to make needed changes in response to demands put on the team.
Competence
I need to feel efficacious." This is the desire to feel qualified, knowledge- able, and capable to complete an act, task, or goal.
leadership prototype
a mental representation of the traits and behaviors people believe leaders possess.
content theories of motivation
are based on the idea that an employee's needs influence his or her motivation.
Teams
are collections of two or more individuals whose tasks and responsibilities depend on the other members, are col- lectively accountable for the performance and outcomes associated with their work, and work together for the time required for task completion.
Influence tactics
are conscious efforts to affect and change behaviors in others.
Needs
are defined as physiological or psychological deficiencies that arouse behavior.
Organizational politics
are intentional actions to improve individual or organiza- tional interests.
Norms
are shared attitudes, opinions, feelings, or behaviors that guide individual and group behavior.
groups
as collections of two 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.
nitiating structure
as leader behavior that organizes and defines what group members should be doing to maximize output.
Self-determination theory
assumes that three innate needs influence our behavior and well-being—the needs for competence, autonomy, and relatedness.2
trait approach
attempts to identify personality characteristics or interpersonal attributes that differentiate leaders from followers.
contingency theory
because it is 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.
"soft" tactics
because they are friendlier than, and not as coercive. rational persuasion, inspirational appeals, consultation, ingratiation, and personal appeals
"hard" tactics
because they exert more overt pressure. exchange, coalition, pressure, and legitimating tactics
Narcissism
consists of "a self-centered perspective, feelings of superiority, and a drive for personal power and glory."
Empowerment
consists of efforts to "enhance employee performance, well-being, and positive attitudes."
team performance strategies
deliberate plans that outline what exactly the team is to do, such as goal setting and defining particular member roles, tasks, and responsibilities.
Process theories of motivation
describe how various person factors and situation factors in the Organizing Framework affect motivation.
Leader-member relations
describe the extent to which the leader has the support, loyalty, and trust of the work group.
Interactional justice
describes the "quality of the interpersonal treatment people receive when procedures are implemented."
Team composition
describes the collection of jobs, personalities, knowledge, skills, abilities, and experience levels of team members.
Valence
describes the positive or negative value people place on outcomes.
motivation
describes the psychological processes "that underlie the direction, intensity, and persistence of behavior or thought."
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
informal group
exists when the members' overriding purpose in getting together is friendship or a common interest.
Process theories
explain the process by which internal factors and situational factors influence employee motivation.
motivating factors
including achievement, recognition, characteristics of the work, responsibility, and advancement—cause a person to move from a state of no satisfaction to satisfaction.
hygiene factors
including company policy and administration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions—cause a person to move from a state of no dissatisfaction to dissatisfaction.
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."
Voice
is "the discretionary or formal expression of ideas, opinions, suggestions, or alternative approaches directed to a specific target inside or outside of the organization with the intent to change an objectionable state of affairs and to improve the current functioning of the organization."
equity theory
is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships.
Theory Y
is a modern and positive set of assumptions about people at work: They are self-engaged, committed, responsible, and creative.
Theory X
is a pessimistic view of employees: They dislike work, must be monitored, and can be motivated only with rewards and punishment ("carrots and sticks").
group role
is a set of shared expected behaviors for members of the group as a whole
coalition
is an informal group bound together by the active pursuit of a single issue.
formal group
is assigned by an organization or its managers to accomplish specific goals.
Psychopathy
is characterized by a lack of concern for others, impulsive behavior, and a lack of remorse or guilt when your actions harm others.
Consideration
is leader behavior that creates mutual respect or trust and prioritizes group members' needs and desires.
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.
position power
is the leader's formal power to reward, punish, or otherwise obtain compliance from employees.
Procedural justice
is the perceived fairness of the process and procedures used to make allocation decisions.
Instrumentality
is the perceived relationship between performance and outcomes.
Abusive supervision
is the sustained display of hostile verbal and nonverbal behav- ior by managers.
Social loafing
is the tendency for individual effort to decline as group size increases.
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.
Goal specificity
means whether a goal has been quantified.
Task structure
measures the amount of structure contained within tasks per- formed by the work group
Virtual team
members work across time, space, and organizational boundaries to achieve common goals.
Intrinsic motivation
occurs when an individual is inspired by "the positive internal feelings that are generated by doing well
maintenance roles
oster supportive and constructive interpersonal relationships.
expectancy
repesents an individual's belief that a particular degree of effort will be followed by a particular level of performance.
Ethical leadership
represents normatively appropriate behavior that focuses on being a moral role model
Empowering leadership
represents the leader's ability to create perceptions of psychological empowerment in others.
Extrinsic motivation
results from the potential or actual receipt of external rewards.
role
s a set of expected behaviors for a particular position
need hierarchy theory
states that motivation is a function of five basic needs: physiological, safety, love, esteem, and self-actualization.
Cross-functional
teams are created with members from different disciplines within an organization, such as finance, operations, and R&D.
team charters
that describe how the team will operate, for instance, how members will share information, hold members accountable, deal with conflict, and make decisions.
Need for achievement
the desire to excel, overcome obstacles, solve prob- lems, and rival and surpass others.
Need for power
the desire to influence, coach, teach, or encourage others to achieve.
Need for affiliation
the desire to maintain social relationships, be liked, and join groups.
least preferred coworker (LPC) scale
to measure the extent to which an individual takes a task- or relationship-based approach toward leadership.
Structural empowerment
transfers authority and responsibilities from manage- ment to employees.
behavioral styles approach
which attempts to identify the unique behaviors displayed by effective leaders.
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.
motivator-hygiene theory
which proposes that job satisfaction and dissatisfaction arise from two different sets of factors—satisfaction comes from motivating factors and dissatisfaction from hygiene factors.
acquired needs theory
which states that three needs—achievement, affiliation, and power—are the key drivers of employee behavior.
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.
Self-managed teams
have collective autonomy and responsibility to plan, manage, and execute tasks interdependently to achieve their goals.
Expectancy theory
holds that people are motivated to behave in ways that produce desired combina- tions of expected outcomes.
Content theories
identify internal factors such as needs and satisfaction that energize employee motivation.
Contingency theories
propose that the effectiveness of a particu- lar 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.
Distributive justice
reflects the perceived fairness of the way resources and rewards are distributed or allocated.