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.