BCOR 3610 Midterm Review

Cohesion

having trusting relationships and developing strong emotional bonds to other members of the team

Formalization

high in formalization when they are many specific rules and procedures used to standardize behaviors and decisions

Culture strength

high level exists when employees definitively agree about the way things are supposed to happen within the organization (high consensus) and when their subsequent behaviors are consistent with those expectations (high intensity)

Engagement

high levels of intensity and persistence in work effort

Visibility

how aware others are of a leader's power and position

Span of control

how many employees a manager is responsible for in the organization

Interpersonal processes

important before, during, or in between periods of taskwork (ex. motivating and confidence building)

Transformational leadership

inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives

Task coordinator activites

involve communications that are intended to coordinate task-related issues with people or groups in other functional areas

Boundary spanning

involves three types of activities with individuals and groups other than those who are considered part of the team - ambassador activities, task coordinator activities, and scout activities

Distributive bargaining

involves win-lose negotiating over a "fixed-pie" of resources

Customer service culture

is a specific culture type focused on service quality

Explicit knowledge

knowledge that is easily communicated and available to everyone

Contingent reward

leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance

Transactional leadership

leader rewards or disciplines the follower depending on the adequacy of the follower's performance

Task strategies

learning plans and problem-solving approaches used to achieve successful performance

Reciprocal interdepence

members are specialized to perform specific tasks but interact with a subset of other members to complete the team's work

Adjourning

members experience anxiety and other emotions as they disengage and ultimately separate from the team

Production blocking

members have to wait on one another before they can do their part of the team task

Hybrid outcome interdependence

members receive rewards that are dependent on both their team's performance and how well they perform as individuals

Personal clarification

members simply receive information regarding the roles of the other team members

Matrix structure

more complex designs that try to take advantage of two types of structures at the same time

Extrinsic motivation

motivation that is controlled by some contingency that depends on task performance

Intrinsic motivation

motivation that is felt when task performance serves as its own reward

Understanding and adaptation

newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization

Vicarious experiences

observations of and discussions with others who have performed some work task

Coalitions

occur when the influencer enlists other people to help influence the target

Team process training

occurs in the context of a team experience that facilitates the team being able to function and perform more effectively as an intact unit

Arbitration

occurs when a third party determines a binding settlement to a dispute

Transfer of training

occurs when the knowledge, skills, and behaviors used on the job are maintained by the learner once training ends and generalized to the workplace once the learner returns to the job

Tacit knowledge

only learned through experience

Client structure

organizations have a number of very large customers or groups of customers that all act in a similar way so they organize their businesses around serving those customers

Projection bias

others think, feel, and act the same way they do

Fundamental attribution error

people have a tendency to judge others' behaviors as due to internal factors

Social identity theory

people identify themselves by the groups to which they belong and perceive and judge others by their group memberships

Social learning theory

people in organizations have the ability to learn through the observation of others

Similarity-attraction approach

people tend to be more attracted to others who are perceived as more similar

Performance-prove orientation

people who focus on demonstrating their competence so that others think favorably of them

Performance-avoid orientation

people who focus on demonstrating their competence so that others will not think poorly of them

ASA framework

potential employees will be attracted to organizations whose cultures match their own personality, meaning that some potential job applicants won't apply due to a perceived lack of fit

Expert power

power that derives from a person's expertise, skill, or knowledge on which others depend

Legitimate power

power that derives from a position of authority inside the organization

Coercive power

power that exists when a person has control over punishments in an organization

Referent power

power that exists when others have a desire to identify and be associated with a person

Reward power

power that exists when someone has control over the resources or rewards another person wants

Coordination loss

process loss due to the time and energy it takes to coordinate work activities with other team members

Nominal group technique

process starts off by bringing the team together and outlining the purpose of the meeting, members have time to write down their own ideas on a piece of paper, and then the team shares those ideas in a round-robin fashion

Substitutes

reduce the importance of the leader while simultaneously providing a direct benefit to employee performance

Neutralizers

reduce the importance of the leader; they themselves have no beneficial impact on performance

Ambassador activities

refer to communications that are intended to protect the team, persuade others to support the team, or obtain important resources for the team

Internal comparisons

refer to someone in the same company

Teamwork processes

refer to the interpersonal activities that facilitate the accomplishment of the team's work but do not directly involve task accomplishment itself

Scout activities

refer to things team members do to obtain information about technology, competitors, or the broader marketplace

Task conflict

refers to disagreements among members about the team's task

Relationship conflict

refers to disagreements among team members in terms of interpersonal relationships or incompatibilities with respect to personal values or preferences

Transactive memory

refers to how specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team

Potency

refers to the degree to which members believe that the team can be effective across a variety of situations and tasks

Staff validity

refers to the degree to which members make good recommendations to the leader

Team process

refers to the different types of communication, activities, and interactions that occur within teams that contribute to their ultimate end goals

Task complexity

reflects how complicated the information and actions involved in a task are, as well as how much the task changes

hierarchical sensitivity

reflects the degree to which the leader effectively weighs the recommendations of the members

Language

reflects the jargon, slang, and slogans used within the walls of an organization

Centralization

reflects where decisions are formally made in organizations

Decision informity

reflects whether members possess adequate information about their own task responsibilities

Variable interval schedule

reinforce behavior at more random points in time

Fixed ratio schedule

reinforce behaviors after a certain number of them have been exhibited

Work team

relatively permanent teams with the purpose of producing goods or providing services, generally requiring a full-time commitment from their members

Centrality

represents how important a person's job is and how many people depend on that person to accomplish their tasks

Personal appeals

requestor asks for something based on personal friendship or loyalty

Apprising

requestor clearly explains why performing the request will benefit the target personally

Exchange tactic

requestor offers a reward or resource to the target in return for performing a request

Mediation

requires a third party to facilitate the dispute resolution process, though this third party has no formal authority to dictate a solution

Comprehensive interdependence

requires the highest level of interaction and coordination among members. Each member has a great deal of discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team's work.

Equity theory

rewards are equitable when a person's ratio of outcomes to inputs matches those of some relevant comparison other. A sense of inequity triggers equity distress. Under reward inequity typically results in lower levels of motivation or higher levels of counterproductive behavior. Over reward inequity typically results in cognitive distortion, in which inputs are reevaluated in a more positive light

Variable ratio schedule

rewards people after a varying number of exhibited behaviors

Diagram and describe the four step behavioral modeling process

(Diagram)

Diagram and explain the three components of organizational culture

(Diagram)

Diagram and label the communication process found in organizaitons

(Diagram)

Diagram and label the integrative model of organizational behavior including the five main sections and at least two examples of each

(Diagram)

Explain the advantages and disadvantages of having a strong culture

(Diagram)

Explain the causes and consequences of organizational politics

(Diagram)

Explain the five types of teams, their purpose, and examples of each

(Diagram)

Explain why some leaders are more effective than others

(Diagram)

Identify and briefly explain typical day-to-day behaviors performed by leaders

(Diagram)

Identify and define the five elements of organizational structure

(Diagram)

Identify and describe at least five forms of decision-making biases

(Diagram)

Identify and describe the competencies needed for effective teamwork to take place

(Diagram)

Identify and describe the five commonly studied needs in organizational behavior

(Diagram)

Identify the five types of power and provide at least one guideline for each

(Diagram) Legitimate Guideline - Use it effectively or it will be very weak Reward Power Guideline- Quality of the reward affects quality of power Coercive Power Guideline - Poor form of power to use regularly Expert Power Guideline - be ready for the demand "prove it" Referent Power Guideline - good reputation is key

Collaboration

(High assertiveness, high cooperation) occurs when both parties work together to maximize outcomes.

Competing

(high assertiveness, low cooperation) occurs when one party attempts to get his or her own goals met without concern for the other party's results

Selling

(high initiating structure, high consideration) — the leader supplements his or her directing with support and encouragement to protect the confidence levels of the employees

Telling

(high initiating structure, low consideration) - The leader provides specific instructions and closely supervises performance.

Accommodating

(low assertiveness, high cooperation) occurs when one party gives in to the other and acts in a completely unselfish way

Avoiding

(low assertiveness, low cooperation) occurs when one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down.

Participating

(low initiating structure, high consideration) - The leader shares ideas and tries to help the group conduct its affairs.

Delegating

(low initiating structure, low consideration) - The leader turns responsibility for key behaviors over to the employees.

Compromise

(moderate assertiveness, moderate cooperation) occurs when conflict is resolved through give-and-take concessions

Identify and briefly explain the five aspects of team composition

1) Member roles - a pattern of behavior that a member is expected to display in a given context 2) Member ability - team members possess a wide variety of abilities depending on the nature of the tasks involved in the team's work 3) Member personality - team members possess a wide variety of personality traits that affect the roles the team members take on, the norms that develop on the team, and how the team functions and performs as a unit 4) Team diversity - the degree to which members are different from one another in terms of any attribute that might be used by someone as a basis of categorizing people 5) Team size - Having a greater number of members is beneficial for management and project teams but not for teams engaged in production tasks

Theory

A collection of assertions, both verbal and symbolic, that specifies how and why variables are related, as well as the conditions in which they should (and should not) be related. Theories about organizational behavior are built from a combination of interviews, observation, research reviews, and reflection. Theories form the beginning point for the scientific method and inspire hypotheses that can be tested with data

Pooled interdependence

A form of task independence in which group members complete their work assignments independently, and then their work is simply "piled" together to represent the group's output

Behavior modeling training

A formalized method of training in which employees observe and learn from employees with significant amounts of tacit knowledge

Meta-analysis

A method of taking all of the correlations found in studies of a particular relationship and calculating a weighted average

Learning

A relatively permanent change in an employee's knowledge or skill that results from experience

Management team

A relatively permanent team that participates in managerial-level tasks that affect the entire organization

Continuous reinforcement

A specific consequence follows each and every occurrence of a certain behavior

Correlation

A statistic that expresses the strength of a relationship between two variables (ranging from 0 to -/+ 1) In organizational behavior research, a .50 correlation is considered "strong", a .30 correlation is considered "moderate", and a .10 correlation is considered "weak"

Rational decision-making model

A step-by-step approach to making decisions that is designed to maximize outcomes by examining all available alternatives

Parallel team

A team composed of members from various jobs within the organization that meets to provide recommendations about important issues that run "parallel" to the organization's production processes

Action team

A team of limited duration that performs complex tasks in contexts that tend to be highly visible and challenging

Integrative bargaining

Aimed at accomplishing a win-win scenario. Involves the use of problem solving and mutual respect to achieve an outcome that's satisfying for both parties.

Psychological empowerment

An energy rooted in the belief that tasks are contributing to some larger purpose

Define psychological empowerment and identify the four beliefs that determine empowerment level

An energy rooted in the belief that work tasks contribute to some larger purpose Meaningfulness captures the value of a work goal or purpose relative to person's own ideals an passions Self-determination reflects a sense of choice in the initiation and continuation of work tasks Competence captures a person's belief in his or her capability Impact reflects the sense that person's actions make a difference

Bureaucratic structure

An organizational form that exhibits many of the facets of a mechanistic organization

Compare and contrast simple versus bureaucratic structures as discussed in text and class

Both structures have leaders and employees that follow them Simple structures are for smaller businesses and have a lower degree of formalization nd only very basic differences in work specialization Bureaucratic structures are for bigger businesses which are highly complex with high levels of work specialization, formalization, centralization of authority, etc.

Inimitable

Cannot be imitated People are inimitable because of history, numerous small decisions, and socially complex resources

What do organizations use to increase motivation

Compensation practices that may include individual focused elements, unit focused elements, or organization focused elements

Seven factors of time-driven model of leadership

Decision significance Importance of commitment Leader expertise Likelihood of commitment Shared objectives Employee expertise Teamwork skills

Diversity's effect on a team

Depends on time and whether the diversity is surface level or deep level. The effects of surface-level diversity tend to diminish with time, whereas the effects of deep-level diversity tend to increase over time

Leader-member exchange theory

Describes how leader-member relationships develop over time on a dyadic basis Linked to a number of traits, including conscientiousness, disagreeableness, openness, extraversion, general cognitive ability, energy level, stress tolerance, and self-confidence

Consensus

Did others act the same way under similar situations?

Consistency

Does this person always do this when performing this task?

Distinctiveness

Does this person tend to act differently in other circumstances?

Newcomer orientation

session is a common form of training during which new hires to learn more about the organization

Heuristics

simple, efficient, rules of thumb that allow us to make decisions more easily

Comparison other

some person who seems to provide an intuitive frame of reference for judging equity

Team states

specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together

Task interdependence

Has a moderate positive relationship with team performance and a weak relationship with team commitment

Outcome interdependence

Has important effects on teams, which can be managed with compensation practices that take team performance into account

What factors affect performance and commitment?

Individual mechanisms - job satisfaction; stress; motivation; trust, justice, and ethics; learning and decision making Individual characteristics - personality and cultural values; ability Group mechanisms - team characteristics and diversity; team processes and communication; leader power and negotiation; leader styles and behaviors Organizational mechanisms - organizational structure; organizational culture

Teams can be ______ in terms of the ______, _____, ________. Each type of ___________ has important implications for team functioning and effectiveness

Interdependent, team task, goals, and outcomes, interdependence

Physical structures

Is the workplace open, does top management work in a separate section of the building? is the setting devoid of anything unique, or can employees express their personalities?

Why is effective management of organizational behavior so important?

It can help a company become more profitable because good people are a valuable resource. Not only are good people rare, but they are also hard to imitate. They create a history that cannot be bought or copied, they make numerous small decisions that cannot be observed by competitors, and they create socially complex resources such as culture, teamwork, trust, and reputation

What are the two primary outcomes in organizational behavior?

Job performance and organizational commitment

Employees are less able to translate their learning into accurate decisions when they struggle with...?

Limited information, faulty perceptions, faulty attributions, and escalation of commitment

Explain the four ways that we "know" about organizational behavior

Method of experience - People hold firmly to some belief because it is consistent with their own experience and observations Method of intuition - People hold firmly to some belief because it "just stands to reason" - it seems obvious or self-evident Method of authority - People hold firmly to some belief because some respected official, agency, or source has said it is so Method of science - People accept some belief because scientific studies have tended to replicate that result using a series of samples, settings, and methods

Casual inference

One variable really does cause another requires establishing three things 1) The two variables are correlated 2) The presumed cause precedes the presumed effect in time 3) No alternative explanation exists for the correlation

Organizational behavior

Organizational behavior is a field of study devoted to understanding and explaining the attitudes and behaviors of individuals and groups in organizations. More simply, it focuses on why individuals and groups in organizations act the way they do

Method of science

People accept some belief because scientific studies have tended to replicate that result using a series of samples, settings, and methods

Method of intuition

People hold firmly to some belief because it "just stands to reason"—it seems obvious or self-evident.

Method of experience

People hold firmly to some belief because it is consistent with their own experience and observations

Method of authority

People hold firmly to some belief because some respected official, agency, or source has said it is so

Product structure

structures that group business units around different products that the company produces

Subcultures

subgroups that unite a smaller subset of the organization's employees

Substitutes for leadership model

suggests that certain characteristics of the situation can constrain the influence of the leader, making it more difficult for the leader to influence employee performance

Time-driven model of leadership

suggests that the focus should shift away from autocratic, consultative, facilitative, and delegative leaders to autocratic, consultative, facilitative, and delegative situations and uses seven factors to make some decision-making styles more effective

Consultation

target is allowed to participate in deciding how to carry out or implement a request

Resistance

target refuses to perform the influence request and puts forth an effort to avoid having to do it

Compliance

targets of influence are willing to do what the leader asks, but they do it with a degree of ambivalence

Additive tasks

tasks for which the contributions from every member add up to determine team performance

Disjunctive tasks

tasks with an objectively verifiable best solution for which the member with the highest level of ability has the most influence on team effectiveness

Transition processes

teamwork activities that focus on preparation for future work (ex. strategy formulation)

Political skill

the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives

Power

the ability to influence the behavior of others and resist unwanted influence in return

Taskwork processes

the activities of team members that relate directly to the accomplishment of team tasks

Information richness

the amount and depth of information that gets transmitted in a message

Valence

the anticipated value of the outcomes associated with performance

Self-efficacy

the belief that a person has the capabilities needed to execute the behaviors required for task success

Expectancy

the belief that exerting a high level of effort will result in the successful performance of some task

Instrumentality

the belief that successful performance will result in some outcomes

Espoused values

the beliefs, philosophies, and norms that a company explicitly states

Rituals

the daily or weekly planned routines that occur in an organization

Escalation of commitment

the decision to continue to follow a failing course of action

Team composition

Refers to the characteristics of the members who work in the team. These characteristics include roles, ability, personality, and member diversity, as well as the number of team members

Socially complex resources

Resources created by people, such as culture, teamwork, trust, and reputation. It's not always clear how they came to develop, though it is clear which organizations do and do not possess them

Which belief has the strongest relationship with performance

Self-efficacy/competence

S.M.A.R.T. goals

Specific, Measurable, Attainable, Realistic, Timely

Motivation relationship with job performance and organizational commitment

Strong positive relationship with job performance and a moderate positive relationship with organizational commitment

Basic underlying assumptions

Taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation

Human resource management

Takes the theories and principles studied in OB and explores the "nuts-and-bolts" applications of those principles in organizations (practicality)

Person-organization fit

The degree to which a person's values, personality, goals, and other characteristics match those of the organization.

Mentoring

The process by which a junior-level employee develops a deep and long-lasting relationship with a more senior-level employee within the organization

Restructuring

The process of changing an organization's structure

Organizational culture

The shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees

Norming

The third stage of team development, during which members realize that they need to work together to accomplish team goals and consequently begin to cooperate

Schedules of reinforcement

The timing of when contingencies are applied or removed

Analytics

The use of data (rather than just opinions) to guide decision making.

Resource-based view

The value of resources depends on whether it is rare or inimitable

What are the different types of teams and do organizations always fit one?

Work teams, management teams, action teams, project teams, and parallel teams Many organizations have characteristics that fit in multiple categories and differ from one another in other ways

Can leaders be trained to be effective?

Yes. Such training can be used to increase transformational leadership behaviors, despite the fact that charisma is somewhat dependent on personality and genetic factors

Crisis situation

a change - sudden or evolving - that results in an urgent problem that must be addressed immediately

History

a collective pool of experience, wisdom, and knowledge that benefits the organization

Sustainability

a culture designed to helping the greater social good

Organizational chart

a drawing that represents every job in the organization and the formal reporting relationships between those jobs

Role taking

a manager describes role expectations to an employee and the employee attempts to fulfill those expectations with his or her job behaviors

Role

a pattern of behavior that a person is expected to display in a given context

Evidence-based management

a perspective that argues that scientific findings should form the foundation for management education

Positive reinforcement

a positive outcome follows a desired behavior

Alternative dispute resolution

a process by which two parties resolve conflicts through the use of a specially trained, neutral third party

Negotiation

a process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences

Communication

a process through which much of the work in a team is accomplished

Punctuated equilibrium

a sequence of team development during which not much gets done until the halfway point of a project, after which teams make necessary changes to complete the project on time or sink with the ship

Motivation

a set of energetic forces that originates both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence

Creativity culture

a specific culture type focused on fostering a creative atmosphere of new ideas and innovation

Diversity culture

a specific culture type focused on fostering or taking advantage of a diverse group of employees

Safety culture

a specific culture type focused on the safety of employees

Functional structure

a structure that groups employees by the functions they perform for the organization

Training

a systematic effort by organizations to facilitate the learning of job-related knowledge and behavior

Inspirational appeal

a tactic designed to appeal to the target's values and ideals, thereby creating an emotional or attitudinal reaction

Project team

a team created to complete specific, one-time projects or tasks that are generally complex and require a lot of input from members with different types of training and expertise

Virtual team

a type of work team that uses technology to link physically dispersed members in order to achieve a common goal

Organizational politics

actions by individuals that are directed toward the goal of furthering their own self-interests

Cognitive distortion

allows you to restore balance mentally, without altering your behavior in any way

Climate for transfer

an environment that can support the use of new skills

Equity distress

an internal tension that can only be alleviated by restoring balance to the ratios

Realistic job previews

an interview that involves making sure a potential employee has an accurate picture of what working for an organization is going to be like by highlighting both the positive and the negative aspects of the job

Negative reinforcement

an unwanted outcome is removed following a desired behavior

Action processes

are important as the taskwork is being accomplished (ex. monitoring progress towards goals)

Life cycle theory of leadership

argues that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit

Stereotypes

assumptions are made about others on the basis of their membership in a social group

The rule of one-eighth

at best 12% of organizations will actually do what is required to build profits by putting people first

Laissez-faire leadership

avoidance of leadership altogether

Geographic structure

based around the different locations where the company does business

Encounter stage

begins the day an employee starts work

Intellectual stimulation

behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways

Idealized influence

behaving in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader

Inspirational motivation

behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future

Individualized consideration

behaving in ways that help followers achieve their potential through coaching, development, and mentoring

Individualistic roles

behaviors that benefit the individual at the expense of the team

Team task roles

behaviors that directly facilitate the accomplishment of team tasks

Team-building roles

behaviors that influence the quality of the team's social climate

Bargaining

both parties likely must make concessions and give up something to get something in return

Learning orientation

building competence is deemed more important than demonstrating competence

Multi-divisional structure

bureaucratic organizational forms in which employees are grouped into divisions around products, geographic regions, or clients

Symbols

can be found throughout an organization, from its corporate logo to the images it places on its website to the uniforms its employees wear

Goal commitment

the degree to which a person accepts a goal and is determined to try to reach it

Readiness

the degree to which employees have the ability and the willingness to accomplish their specific tasks

Discretion

the degree to which managers have the right to make decisions on their own

Team diversity

the degree to which members are different from one another in terms of any attribute that might be used by someone as a basis of categorizing people

Substitutability

the degree to which people have alternatives in accessing resources

Leader effectiveness

the degree to which the leader's actions result in the achievement of the unit's goals, the continued commitment of the unit's employees, and the development of mutual trust, respect, and obligation in leader-member dyads

Past accomplishments

the degree to which they have succeeded or failed in similar sorts of tasks in the past

Meaning of money

the degree to which they view money as having symbolic, not just economic, value

Groupthink

the drive toward conformity at the expense of other team priorities

Initiating structure

the extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment

Consideration

the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings

Forming

the first stage of team development, in which team members orient themselves by trying to understand their boundaries in the team, try to get a feel for what is expected of them, what types of behaviors are out of bounds, and who's in charge

Performing

the fourth and final stage of team development, in which performance improves because the team has matured into an effective, fully functioning team

Numerous small decisions

the idea that people make many small decisions day in and day out, week in and week out

Self-set goals

the internalized goals that people use to monitor their own task progress

Expertise

the knowledge and skills that distinguish experts from novices and less experienced people

Active management-by-exception

the leader arranges to monitor mistakes and errors actively and again takes corrective action when required

Delegative style

the leader gives an individual employee or a group of employees the responsibility for making the decision within some set of specified boundary conditions

Leader-staff teams

the leader makes decisions for the team and provides direction and control over members who perform assigned tasks

Autocratic style

the leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit

Facilitative style

the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anyone else's

Consultative style

the leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision him- or herself

Passive management-by-exception

the leader waits around for mistakes and errors, then takes corrective action as necessary

Mental models

the level of common understanding among team members with regard to important aspects of the team and its task

Team viability

the likelihood that the team can work together effectively into the future

Motivational loss

the loss in team productivity that occurs when team members don't work as hard as they could

Observable artifacts

the manifestations of an organization's culture that employees can easily see or talk about

Technology

the method by which an organization transforms inputs into outputs

Simple structure

the most common form of organizational design, primarily because there are more small organizations than large ones

Bounded rationality

the notion that decision makers simply do not have the ability or resources to process all available information and alternatives to make an optimal decision

Network structure

the pattern of communication that occurs regularly among each member of the team

Socialization

the primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization's culture

Organizational design

the process of creating, selecting, or changing the structure of an organization

Decision making

the process of generating and choosing from a set of alternatives to solve a problem

Brainstorming

the process of getting a group to think of unlimited ways to vary a product or solve a problem

Extinction

the removal of a consequence following an unwanted behavior

Storming

the second stage of team development, in which team members remain committed to the ideas they bring with them to the team and conflict ensues

Preparation

the single most important stage of the negotiation process in which each party determines what its goals are for the negotiation and whether or not the other party has anything to offer

Internalization

the target of influence agrees with and becomes committed to the influence request

Conjunctive tasks

the team's performance depends on the abilities of the "weakest link"

Social loafing

the tendency for people in a group to exert less effort when pooling their efforts toward attaining a common goal than when individually accountable

Availability bias

the tendency for people to base their judgments on information that is readily available to them

Selective perception

the tendency for people to see their environment only as it affects them and as it is consistent with their expectations

Expectancy theory

the theory that effort is directed toward behaviors when effort is believed to result in performance, performance is believed to result in outcomes, and those outcomes are anticipated to be valuable

Knowledge transfer

the transfer of knowledge from older, experienced workers to younger employees

Influence

the use of an actual behavior that causes behavioral or attitudinal changes in others

Pressure

the use of coercive power through threats and demands

Ingratiation

the use of favors, compliments, or friendly behavior to make the target feel better about the influencer

Rational persuasion

the use of logical arguments and hard facts to show the target that the request is a worthwhile one

Leadership

the use of power and influence to direct the activities of followers toward goal achievement. An "effective leader" improves the performance and well-being of his or her overall unit, as judged by profit margins, productivity, costs, absenteeism, retention, employee surveys, etc. They also cultivate high-quality leader-member exchange relationships on a dyadic basis through role taking and role making processes

Work specialization

the way in which tasks in an organization are divided into separate jobs

Company size

total number of employees

transportable teamwork competencies

trainees can transport what they learn about teamwork from one team context and apply it in another

Action learning

training in which teams get an actual problem, work on solving it and commit to an action plan, and are accountable for carrying it out

Cross-training

training members in the duties and responsibilities of their teammates

Positional rotation

training that gives members actual experience carrying out the responsibilities of their teammates

Positional modeling

training that involves observations of how other team members perform their roles

Team

two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose

Reality shock

two sets of information don't quite match

Punishment

unwanted outcome follows an unwanted behavior

Feedback

updates on employee progress toward goal attainment

Needs

cognitive groupings or clusters of outcomes that are viewed as having critical psychological or physiological consequences

External comparisons

comparing oneself to someone in a different company

Team building

conducted by a consultant and intended to facilitate the development of team processes related to goal setting, interpersonal relations, problem solving, and role clarification

Stories

consist of anecdotes, accounts, legends, and myths that are passed down from cohort to cohort within an organization

Business environment

consists of its customers, competitors, suppliers, distributors, and other factors external to the firm, all of which have an impact on organizational design

Goal setting theory

views goals as the primary drivers of the intensity and persistence of effort

Self-serving bias

we attribute our failures to external causes and our successes to internal causes

Countercultures

when employees' values don't match those of the larger organization

Leader emergence

who becomes a leader in the first place

Chain of command

who reports to whom

Specific and difficult goals

will result in higher levels of performance than assigning no goals, easy goals, or "do-your-best" goals

Fixed interval schedule

workers are rewarded after a certain amount of time, and the length of time between reinforcement periods stays the same

Hypotheses

written predictions that specify relationships between variables

Satisficing

decision makers select the first acceptable alternative considered

Nonprogrammed decision

decisions made by employees when a problem is new, complex, or not recognized

Programmed decision

decisions that become somewhat automatic because people's knowledge allows them to recognize and identify a situation and the course of action that needs to be taken

Company strategy

describes an organization's objectives and goals and how it tries to capitalize on its assets to make money

Surface-level diversity

differences in easily perceived characteristics, such as gender, race, ethnicity, age, or disability, that do not necessarily reflect the ways people think or feel but that may activate certain stereotypes

Deep-level diversity

differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better

Sequential interdependence

different tasks are done in a prescribed order, and the group is structured such that the members specialize in these tasks

Value in diversity problem-solving approach

diversity in teams is beneficial because it provides for a larger pool of knowledge and perspectives from which a team can draw as it carries out its work

BATNA

each negotiator's bottom line

Exchange information

each party makes a case for its position and attempts to put all favorable information on the table

Mechanistic organizations

efficient, rigid, predictable, and standardized organizations that thrive in stable environments

Intuition

emotionally charged judgements that arise through quick, nonconscious, and holistic associations

Fragmented cultures

employees are distant and disconnected from one another

Networked cultures

employees are friendly to one another, but everyone thinks differently and does his or her own thing

Impact

employees feel they are making progress toward fulfilling their purpose

Competence

employees feeling capable of performing successfully

Self-determination

employees have a sense of choice regarding work tasks

Behavioral modeling

employees observe the actions of others, learn from what they observe, and then repeat the observed behavior

Mercenary cultures

employees think alike but aren't friendly to one another

Goal interdependence

exists when team members have a shared vision of the team's goal and align their individual goals with that vision as a result

Emotional cues

feelings of fear or anxiety can create doubts about task accomplishment, whereas pride and enthusiasm can bolster confidence levels

Organic organizations

flexible, adaptive, outward-focused organizations that thrive in dynamic environments

Strategic management

focuses on the product choices and industry characteristics that affect an organization's profitability

Ceremonies

formal events, generally performed in front of an audience of organizational members

Closing and commitment

formalizing an agreement reached during the previous stage (bargaining)

Organizational structure

formally dictates how jobs and tasks are divided and coordinated between individuals and groups within the company

Contingencies of reinforcement

four specific consequences used by organizations to modify employee behavior Positive reinforcement Negative reinforcement Punishment Extinction

Communal cultures

friendly employees who all think alike

Verbal persuasion

friends, coworkers, and leaders can persuade employees that they can "get the job done"

Process loss

getting less from the team than you would expect based on the capabilities of its individual members

Process gain

getting more from the team than you would expect according to the capabilities of its individual members

Meaningfulness

goals appeal to employee's passions

Communities of practice

groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished

Anticipatory stage

happens prior to an employee spending even one second on the job