MGT 331 exam

अब Quizwiz के साथ अपने होमवर्क और परीक्षाओं को एस करें!

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.


संबंधित स्टडी सेट्स

figure 11.4 (angular joint movements of flexion, extension, and hyperextension)

View Set

American Political Thought Midterm POLS 2330

View Set