Study Guide Exam 2 Information
Dysfunctional conflict
Conflict that hinders organizational performance.
Task conflict
Conflict that stimulates creativity in decision making.
Organization structure
Coordination of individual and team work in an organization.
High power distance
Cultural acceptance of power inequality.
Low power distance
Cultural preference for equality in power distribution.
Innovative cultures
Cultures that encourage creativity and new ideas.
Enthusiastic support
Defending and encouraging change efforts.
Information overload
When the demands of processing information exceed available time.
Cross-cultural communication
Communication between people from different cultures.
Videoconferencing
Communication using video and audio technology.
Transformational leadership
Leadership that inspires and motivates employees.
Kotter's Eight-Step Model
A model for implementing planned change.
Power
Ability to influence the behavior of others.
Reactions to change
Active resistance, passive resistance, compliance, and enthusiastic support.
Listening
Actively paying attention and understanding what others are saying.
Team contract
Agreements on ground rules, goals, and roles within a team.
Conformity
Behavior consistent with social norms.
Illusion of multitasking
Belief in the ability to effectively perform multiple tasks simultaneously.
Shared leadership processes
Collaborative leadership in highly dispersed teams.
Group
Collection of individuals performing similar tasks for common goals.
Team
Collection of individuals working collaboratively towards shared goals.
Matrix organizations
Combination of functional and product structures.
Building your network
Developing professional connections and relationships.
Gender differences in communication
Differences in communication styles between genders.
Semantics
Different meanings of words to different people.
Eye contact
Direct visual contact with another person's eyes.
Conflict
Disagreement or discord between individuals.
Filtering
Distorting or withholding information to manage reactions.
Multitasking
Engaging in multiple tasks simultaneously.
Formalization
Extent of written policies, procedures, and rules in an organization.
Selective perception
Filtering information to suit personal needs.
Tuckman's five-stage group model
Forming, storming, norming, performing, and adjourning stages of group development.
Active listening
Fully focusing on and understanding others' points.
Virtual team
Geographically distributed team dependent on virtual communication.
Compliance
Going along with proposed changes with little enthusiasm.
Informal work groups
Groups not prescribed by the formal organization.
Formal work groups
Groups with close associations among members that influence behavior.
Communication ground rules
Guidelines for sensitive or complex information in virtual teams.
Leading teams
Guiding and influencing teams towards goals.
Initial face-to-face meeting
In-person gathering to establish roles, expectations, and vision.
Outcome interdependence
Individual rewards depend on the performance of others.
Organizational politics
Influence and power dynamics within an organization.
Workplace gossip
Informal communication through rumors or grapevine.
Ask questions
Inquire to gain further understanding.
Virtual team challenges
Issues specific to leading virtual teams.
Poor listening
Lack of attentiveness or understanding in listening.
Emotional disconnects
Lack of emotional connection or understanding in communication.
Lack of source familiarity or credibility
Lack of knowledge or trust in the source of information.
Biased language
Language that shows prejudice or favoritism towards a particular group.
Improving culture through change and leadership
Leaders' role in shaping organizational culture.
Negotiation tools
Methods and strategies for successful negotiations.
Organizational change
Movement from one state to another in an organization.
Shared leadership
Mutual influence and shared responsibility among team members.
Active resistance
Negative reaction and sabotage to change efforts.
Team processes
Norms, contracts, and safety in team dynamics.
Silence
Not speaking or making noise.
Span of control
Number of employees reporting to a single manager.
Pay attention to body language
Observe nonverbal cues and gestures.
Sequential interdependence
One person's output becomes another person's input in a team.
Resistance to change
Opposition or reluctance to change.
Modular organization
Organization where nonessential functions are outsourced.
Boundaryless organizations
Organizations that eliminate barriers between departments and the external environment.
Flat structures
Organizations with few layers of management.
Tall structures
Organizations with multiple layers of management.
Fully remote
Organizing work without a physical office.
Strategic alliances
Partnerships between companies for collaboration.
Psychological safety
Perception that interpersonal risks are worth taking in the workplace.
Global power
Power dynamics in a global context.
Negotiations
Process of reaching agreements or compromises.
Passive resistance
Quiet dislike and unhappiness towards change.
Outcomes of conflict
Range from minor annoyances to workplace violence.
Be surprised
React with astonishment or unexpectedness.
Frameworks of change
Reactive change, proactive change, incremental change, and discontinuous change.
Paraphrase
Restating someone's words in different terms.
Establish goal of communication
Set a purpose or objective for the communication.
Organization culture
Shared assumptions, values, and beliefs in an organization.
Norms
Shared expectations about how things operate within a group or team.
Holacracy
Structure where employees work in self-managing teams without a formal manager.
Idea-generation tasks
Tasks involving creative brainstorming or innovation.
Problem-solving tasks
Tasks involving finding solutions and making decisions.
Production tasks
Tasks involving making something tangible.
Pooled interdependence
Team members work independently and combine efforts for output.
Reciprocal interdependence
Team members work together on each stage of a task.
Self-managed teams
Teams responsible and authorized to achieve their goals.
Face-to-face teams
Teams that meet in person for communication and collaboration.
Task interdependence
The degree to which team members rely on each other for information and support.
Technology, communication, and fatigue
The impact of technology on communication and energy levels.
Communication definition
The process of exchanging information between individuals through symbols, signs, or behavior.
Culture and ethics
The relationship between organizational culture and ethical behavior.
Ethics and change
The role of ethics in organizational change.
Empathize
Understanding and sharing others' feelings.