PSYC 433 FINAL EXAM (CH.11-14)

team leader training

" Training of the team's leader in conflict resolution and team coordination."

continuous-process organization

"Organization that depends on a continuous process for output or product."

team processes

* norms * communication and coordination - social loafing * cohesion * decision making - groupthink

team outputs

- Team performance - Team innovation - Team member well being

3 stages of socialization

1) Anticipatory Stage - getting in; learning abt prospective organizations 2) Encounter Stage - breaking in; first encounters with the new organization 3) Metamorphosis Stage - settling in; making full entry into the organization

Vroom-Yetton Model consequences of participation

1) assumes that one of the most important duties of a leader is to make decisions 2) suggests way to choose a decision-making strategy 3) implication that group decision-making is not always appropriate

Large-batch and mass-production organization

Organization that produces large numbers of discrete units, often using assembly-line operations.

Realistic Job Preview (RJP)

Technique for providing practical information about a job to prospective employees; includes information about the task and context of the work

human relations theory

Theory that adds a personal or human element to the study of organizations; considers the interrelationship between an organization's requirements and the characteristics of its members

succesful leadership

a situation that occurs when a follower changes his or her behavior as a function of the leader's effort

ecological/evolutionary approach

adopts biological model concentrating on why some organizations thrive and diversify while others atrophy and disappear. argues that organizations change slowly, but environments change rapidly. has little regard for power of individual to affect change 2 basic mechanisms: 1) random variation 2) natural selection

cohesion

degree to which team members desire to remain in the team and are committed to team goals

power motive

the desire to attain control or power that results from people learning that the exercise of control over others or the environment is pleasing

attempted leadership

" A situation that occurs when a leader accepts the goal of changing a follower and can be observed attempting to do so."

biographical data

" Applicants have doubts about the validity and fairness of forms that ask for biographical information as part of a selection process; they are less concerned when such forms are used for developmental or training purposes"

assessment centers

" Assessment centers are viewed more favorably than standardized tests because to the candidates they appear to be related more to the job; in addition, applicants also view the face-to-face interaction with assessors favorably."

computer-based testing

" Candidates are generally favorable toward computer-based testing because it is usually quicker, provides immediate feedback, and results in more timely employment decisions"

inspirational motivation

" Leaders articulate an appealing vision of the future, challenge followers with high standards, talk optimistically with enthusiasm, and provide encouragement and meaning for what needs to be done."

socialization

" Process by which a new employee becomes aware of the values and procedures of an organization."

structure

" The formal way that an organization is designed in terms of division of labor, delegation of authority, and span of control; represented by the number of levels—or height—in an organization."

regiocentrism

" The values of the parent organization and the local company blend together; our American expatriate would suggest that the retreats be held during working hours or that family members be permitted to accompany participants if they would like, although they would be expected to entertain themselves."

Team Role Theory (Belbin)

" Theory proposed by Belbin that effective teams contain a combination of individuals capable of working in nine team roles; used by organizations and management consultants in Europe and Australia to assess and develop teams."

false; quotas are explicitly outlawed by the Civil Rights Act of 1991

" affirmative action programs are simply hiring quotas, guaranteeing underrepresented employees a percentage of all available jobs."

drug testing

" applicants who use drugs are less enthusiastic about drug testing; without any controls for applicant drug use, it also appears that favorability toward testing for substance abuse is influenced by how safety-sensitive the job is "

support staff

" employees who perform administrative functions varying from legal to compensation and benefit administration"

middle line

" the midlevel managers and supervisors who mediate the interactions between the strategic apex and the operating core"

test-taking procedure

". Candidates who are more favorably disposed to a selection procedure have higher test-taking motivation and, consequently, do better on the particular test "

span of control

"A concept that describes the number of positions or people reporting to a single individual—the width—in an organization."

organization

"A group of people who have common goals and who follow a set of operating procedures to develop products and services."

geocentrism

"A new corporate-wide policy is developed to handle an issue in a way that would create a global perspective; our expatriate would join a team of individuals from the local and parent company with the goal of developing a workable global policy on retreats."

charisma

"A personal attribute of a leader that hypnotizes followers and compels them to identify with and attempt to emulate the leader."

climate

"A shared perception among employees regarding their work entity: a particular organization, division, department, or work group."

authentic leadership

"A style of leadership that emphasizes the genuineness and integrity of the leader, usually accompanied by a life story."

culture

"A system in which individuals share meanings and common ways of viewing events and objects."

guided team self-correction training

"A team training intervention in which team members learn to diagnose the team's problems and develop effective solutions."

Total Quality Management (TQM)

"A unique way of organizing productive effort by emphasizing team-based behavior directed toward improving quality and meeting customer demands."

work samples

"Applicants express favorable opinions of work samples, which they view as fair and job related"

personality tests

"Applicants react less favorably to personality tests than other types of paper-and-pencil tests; this may be because they are less clearly related to job behavior, because they are longer, or because, unlike ability or knowledge tests, personality tests have no "correct" answers "

recruiting

"Applicants see recruiters as the personification of the organization doing the recruiting; applicants prefer application blanks that state that the firm is an equal opportunity employer."

charismatic leadership theory

"Approach to leadership theory with many different versions of the notion that charisma is related to leadership; in one version, in a crisis situation, followers perceive charismatic characteristics in an individual and accept that person as a leader; in another version, certain leader behaviors (use of innovative strategies) contribute to a charismatic aura."

Six Sigma systems

"Approach to quality management that provides training for employees and managers in statistical analysis, project management, and problem-solving methods in order to reduce the defect rate of products."

Trust

"Belief in how a person or an organization will act on some future occasion based upon previous interactions with that person or organization."

interviews

"Candidates are more favorable to interviews that appear to be related to the job under consideration; they are not greatly influenced by the characteristics of the interviewer; they tend to dislike telephone interviews, particularly those that involve the less personal interactive voice response mode compared with face-to-face or teleconference interviews ; first interviews lead an applicant to form initial impressions of an organization's attractiveness; reactions to subsequent interviews are more likely to be based on unfolding information about job attributes."

cognitive ability tests

"Candidates are more favorable toward cognitive ability tests with concrete items that appear to be related to the job."

equality norm

"Definition of fairness based on the view that people should receive approximately equal rewards; most common foundation for defining fairness in Scandinavian and Asian countries."

need norm

"Definition of fairness based on the view that people should receive rewards in proportion to their needs."

merit or equity norm

"Definition of fairness based on the view that those who work hardest or produce the most should get the greatest rewards; most common foundation for defining fairness in the United States."

diversity

"Differences in demographic characteristics; also includes differences in values, abilities, interests, and experiences."

unfreezing

"First stage in the process of changing an organization in which individuals become aware of their values and beliefs."

charismatic leaders

"Followers are emotionally attached to this leader, never question the leader's beliefs or actions, and see themselves as integral to the accomplishment of the leader's goals." - acquire some power from situation - charismatic style may work to keep followers weak

voice

"Having the possibility of challenging, influencing, or expressing an objection to a process or outcome."

Global Leadership and Organizational Behavior Effectiveness (GLOBE)

"Large-scale cross-cultural study of leadership by 170 social scientists and management researchers in over 60 countries."

Lawrence and Lorsch

"Lawrence and Lorsch (1967) proposed that the stability of the environment dictates the most effective form of organization. They discovered that organizations in stable environments tended to be more "mechanistic" than those in unstable environments." mechanistic and organic organization

culture-specific characteristics

"Leader characteristics that are more acceptable in some countries than others." - cunning, sensitive, ambitious, status conscious

Indvidualized Consideration

"Leaders deal with others as individuals; consider individual needs, abilities, and aspirations; listen attentively; and advise, coach, and teach."

idealized influence

"Leaders display conviction, emphasize trust, take stands on difficult issues, emphasize the importance of commitment and purpose, and are aware of the ethical consequences of their decisions."

laissez-faire leadership

"Leaders provide little guidance to their followers; lowest level of leadership identified by Bass (1997), who contrasted it with transactional leadership and transformational leadership."

intellectual stimulation

"Leaders question old assumptions, values, and beliefs; stimulate new ways of doing things; and encourage expression of ideas and reasons."

transactional leadership

"Leaders show followers how they can meet their personal goals by adopting a particular behavior pattern; the leader develops social contracts with followers in which certain behaviors will be rewarded."

contingency approach

"Leadership theory proposed to take into account the role of the situation in the exercise of leadership."

trait approach

"Leadership theory that attempted to show that leaders possessed certain characteristics that nonleaders did not."

groupthink

"Mode of thinking that group members engage in when they are deeply involved in a cohesive group and when their desire for agreement overrides their motivation to appraise alternative courses of action realistically."

value model

"Model for addressing diversity in which each element of an organization is valued for what it uniquely brings to the organization."

protection model

"Model for addressing diversity that identifies disadvantaged and underrepresented groups and provides special protections for them." - leads to debates about justice and fairness, with resulting increases in dissatisfaction and anger and decreases in commitment and effectiveness

assimilation model

"Model for addressing diversity that recruits, selects, trains, and motivates employees so that they share the same values and culture." - assumes there are no advantages to a diverse workforce

abusive supervision

"Nonphysical forms of hostility or aggression carried out by managers against employees who directly report to them."

continuous change

"Ongoing, evolving, and cumulative organizational change characterized by small, continuous adjustments, created simultaneously across units, that add up to substantial change."

small-batch organization

"Organization that produces specialty products one at a time."

episodic change

"Organizational change characterized as infrequent, discontinuous, and intentional; often launched with fanfare, with senior leaders clearly articulating pathways to change and disseminating information about the process and desired end state."

autocratic climate

"Organizational climate described by Lewin as highly structured with little opportunity for individual responsibility or risk taking at the lowest levels."

affirmative action

"Program that acknowledges that particular demographic groups may be underrepresented in the work environment and provides specific mechanisms for reducing this underrepresentation."

changing

"Second stage in the process of changing an organization in which individuals adopt new values, beliefs, and attitudes."

rebalance

"Stage in the freeze-rebalance-unfreeze continuous change process intended to reframe what has happened and produce a cognitive framework that gives change deeper meaning."

bureaucracy

"Structure proposed by sociologist Max Weber (1864-1920) to be the ideal form of organization; included a formal hierarchy, division of labor, and a clear set of operating procedures"

leader emergence

"Study of the characteristics of individuals who become leaders, examining the basis on which they were elected, appointed, or simply accepted."

leadership effectiveness

"Study of which behaviors on the part of a designated leader (regardless of how that position was achieved) led to an outcome valued by the work group or organization."

virtual team

"Team that has widely dispersed members working together toward a common goal and linked through computers and other technology."

group polarization

"Tendency for groups to make more extreme decisions than those made by individuals."

risky-shift phenomenon

"Tendency for groups to make more risky decisions than individuals; related to the more general phenomenon of group polarization."

ProMES

"The Productivity Measurement and Enhancement System; a motivational approach that uses goal setting, rewards, and feedback to increase motivation and performance."

inclusion

"The degree to which individuals feel safe, valued, and able to be authentic at work both as individuals and as members of various groups"

division of labor

"The division of tasks performed in an organization into specialized jobs and departmental functions."

referent power

"The identification of the subordinate with the supervisor; the desire of the subordinate to be like and act like the supervisor; the power of example"

leader

"The individual in a group given the task of directing task-relevant group activities or, in the absence of a designated leader, carrying the primary responsibility for performing these functions in the group."

expert power

"The knowledge or expertise that a supervisor has in a special area"

relational demography

"The relative makeup of various demographic characteristics in particular work groups."

polycentrism

"The values of the local company are accepted; our expatriate would agree to attend the retreats."

ethnocentrism

"The values of the parent company predominate; our American expatriate in Japan would simply refuse to take part in the retreats."

contingency ("it depends") theories of organization

"Theories proposing that the best way to structure an organization depends on the circumstances of the organization."

Theory Y

"Theory developed by McGregor to describe managers who believe subordinates are motivated to meet goals in the absence of organizational controls."

Theory X

"Theory developed by McGregor to describe managers who believe subordinates must be controlled to meet organizational ends."

refreezing

"Third stage in the process of changing an organization in which the new attitudes and values of individuals are stabilized."

cross-training

"Training that involves rotating team members through different positions on the team so that they can acquire an understanding of the duties of their teammates and an overview of the team's task."

initiating structure

"Type of behavior identified in the Ohio State studies; included behavior in which the supervisor organizes and defines group activities and his or her relation to the group."

interactional justice

"Type of justice concerned with the sensitivity with which employees are treated and linked to the extent that an employee feels respected by the employer." - looks at communications between employees and supervisors, including the supervisors' style of communication: cold and impersonal or warm and supportive

distributive justice

"Type of justice in which the allocation of outcomes or rewards to organizational members is perceived as fair."

procedural justice

"Type of justice in which the process (or procedure) by which ratings are assigned or rewards are distributed is perceived as fair." - tends to look at company policies

organizational justice

"Type of justice that is composed of organizational procedures, outcomes, and interpersonal interactions."

strategic apex

"a chief executive, or group of senior leaders, to oversee the entire effort of the organization"

technostructure

"analysts who perform specialized technical support functions, such as engineering or budgeting"

operating core

"the people responsible for producing the good or service"

tyrannical leader

"they may accept the goals of the organization but seeks to achieve those goals through actively manipulating and humiliating subordinates. The fact that the ________________ often does accomplish organization goals may result in very different evaluations of his or her effectiveness. Upper management views the leader favorably, while subordinates see only a bully. "

Ohio State University Study results

1) "The results were inconsistent from study to study. 2) Because the studies depended on questionnaires, the measurement was subject to bias and error (e.g., the questionnaires asked respondents to recall incidents from earlier years and how many times each incident occurred). 3) Responses might have been influenced by respondents' stereotypes, describing what they had been led to believe were the characteristics of successful leaders. 4) Respondents might have attributed desirable behavior to leaders who were perceived as effective."

Vroom-Yetton Model of Participative Leadership

1) It helps subordinates understand the circumstances requiring a decision. 2) Individuals are more likely to identify with the decision and work hard to make it succeed. 3) Participation requires that objectives and plans necessary to meet those objectives be made clear to the participants. 4) It makes potential rewards and punishments clearer, thus increasing motivation. 5) Participation is a normal, mature, and satisfying experience. Participation results in social pressures on group members to accept the decision. 5) It results in improved communications and more effective conflict resolution between leader and subordinate. 6) It results in better decisions to the extent that the talent and skills of the group are tapped."

charismatic leader characteristics

1) They have a strong need for power. 2) They are supremely confident. 3) They engage in behaviors designed to impress followers (e.g., talk about prior accomplishments). 4) They articulate an appealing vision of some future state of affairs. 5) They set an example for their followers through their own behavior (and may very well lose their appeal when less-than-attractive behavior surfaces). 6) They set high goals for followers and express confidence that the followers will achieve those goals. 7) They attempt to appeal to fundamental motives of followers, such as a need for power, affiliation, or achievement; they often make this appeal through inspirational speeches and writings."

4 strategies of transformational leadership

1. Idealized influence 2. Inspirational motivation 3. Intellectual stimulation 4. Individualized consideration

mentoring stages

1. Initiation (relationship starts) 2. Cultivation (mentor-protege bond develops) 3. Separation (protege goes out on their own) 4. Redefinition

6 forms of coordination (Mintzberg)

1. Mutual adjustments based in informal communication 2. Direct supervision 3. Standardization of work processes 4. Standardization of the KSAOs necessary for production 5. Standardization of outputs 6. Standardization of norms (what we might call "culture")"

5 stages of team development

1. Orientation (forming) 2. Conflict (storming) 3. Structure (norming) 4. Work (performing) 5. Dissolution (adjourning)

3 types of motives

1. affective-identity 2. instrumental 3. social-normative

3 individual barriers to change (Greenberg)

1. economic fear 2. fear of the unknown 3. fear of altered social relationships

4 models of multinational companies (Ashkanasy and Jackson)

1. ethnocentrism 2. polycentrism 3. regiocentrism 4. geocentrism

Areas of managerial responsibility

1. guiding, directing, and motivating subordinates; training coaching, and developing subordinates 2. maintaining good work relationships; coordinating subordinates and other resources to get the job done 3. delegating; selling/influencing

positive consequences of socialization (cooper-thomas and anderson)

1. role performance 2. extra-role performance (Organizational Citizenship Behaviors or OCBs) 3. social cohesion 4. internal stability 5. external representation

4 dimensions of climate

1. role stress and lack of harmony 2. job challenge and autonomy 3. leadership facilitation and support 4. work group cooperation, friendliness, and warmth

4 organizational barriers to change (Greenberg)

1. structural inertia (jobs) 2. work group inertia (norms) 3. threats to power balance 4. prior unsuccessful change efforts

1. member of the organization 2. member of a cultural group 3. individual

3 identities of a worker

Life cycle of a leader-follower relationship

A description of more recent versions of leader-member exchange (LMX) theory, which includes a dynamic process in which the task of the leader is to drive the relationship from a tentative first-stage relationship to a deeper, more meaningful one

behavioral approach

Begun by researchers at Ohio State University, leadership theory that focused on the kinds of behavior engaged in by people in leadership roles and identified two major types: consideration and initiating structure

effectiveness

Big 5 factors emphasize bright side of leadership:

Joan Woodward

British industrial sociologist who recognized that the technology employed in a particular company or industry could influence the most effective design for the organization. Contrasted 3 types of organizations: 1) small-batch 2) large-batch and mass-production 3) continuous-process

psychological diversity

Differences in underlying attributes such as skills, abilities, personality characteristics, attitudes, beliefs, and values; may also include functional, occupational, and educational backgrounds.

full-range theory of leadership

Hierarchical model that ranges from laissez-faire leadership through transactional leadership to transformational leadership

team

Interdependent collection of individuals who work together toward a common goal and who share responsibility for specific outcomes for their organizations

"great man" theories

Leadership theories developed by historians who examined the life of a respected leader for clues leading to that person's greatness; often focused on a galvanizing experience (such as overcoming a near-fatal illness) or an admirable trait (persistence, optimism, or intelligence) that a leader possesses to a singular degree - tend to be of LITTLE value from IO psychologist perspective - attractive but not supported by scientific research

attraction-selection-attrition (ASA) model

Model that proposes that organizations and individuals undergo a process of jointly assessing probable fit based primarily on personality characteristics. Through a process of attraction, selection, and attrition, the goal is to make the workforce homogeneous with respect to personality characteristics.

mechanistic organization

Organization that depends on formal rules and regulations, makes decisions at higher levels of the organization, and has small spans of control.

democratic climate

Organizational climate described by Lewin as less structured, with greater opportunity for individual responsibility and risk taking.

Service Climate

Refers to employee perceptions of the practices, procedures, and behaviors that get rewarded, supported, and expected with regard to customer service and customer service quality

supportive-disloyal leader

Shows consideration for subordinates but violates the goals of the organization by undermining goal accomplishment. This undermining may result from stealing resources from the organization, granting subordinates excessive benefits, or encouraging loafing or misconduct by subordinates.

virtual-socialization skills

Skills used in virtual team interactions, including soliciting team members' feedback on the work process used to accomplish team goals, expressing appreciation for ideas and completed tasks, and apologizing for mistakes.

autonomous work group

Specific kind of production team that has control over a variety of functions, including planning shift operations, allocating work, determining work priorities, performing a variety of work tasks, and recommending new hires as work group members

just-in-time (JIT) production

System that depends on the detailed tracking of materials and production so that the materials and human resources necessary for production arrive just in time; central to the reduction of waste in lean production processes

project team

Team that is created to solve a particular problem or set of problems and is disbanded after the project is completed or the problem is solved; also called an ad hoc committee, a task force, or a cross-functional team.

classic organizational theory

Theory that assumes there is one best configuration for an organization, regardless of its circumstances; places a premium on control of individual behavior by the organization.

characteristics of episodic change organization (Weick and Quinn)

Tight interconnections between subunits Efficiency as a core value A concern with adapting to current events in the environment Strong organizational cultures and subcultures A greater involvement in imitation than innovation as a motivation for change

team coordination training

Training that involves teaching team members about sharing information, managing conflict, solving problems, clarifying roles, and making decisions; used to help team members learn to employ the resources of the entire team effectively

Relations-oriented behavior

Type of behavior identified by University of Michigan researchers as an important part of a leader's activities; similar to consideration in the Ohio State model.

task-oriented behavior

Type of behavior identified by University of Michigan researchers as an important part of a leader's activities; similar to initiating structure from the Ohio State studies.

participative behavior

Type of behavior identified in the Michigan studies; allows subordinates more participation in decision making and encourages more two-way communication.

unfreeze-change-refreeze model (Kurt Lewin)

Unfreezing is the first part of the change process whereby the change agent produces disequilibrium between the driving and restraining forces. Change refers to when the change intervention is started and ongoing. Refreezing is the latter part of the change process in which systems and conditions are introduced that reinforce and maintain the desired behaviors.

temporary workers

Workers who have no permanent contract of employment with a business and so tend to work only for a short period of time for an employer - allows organization to respond to market changes quicjly - these workers are difficult to motivate

emotional stability, extraversion, and openness

____________ are correlated with leader effectiveness

delegation of authority

a concept that describes which lower-level employees report to employees above them in an organization

input-process-output model of team effectiveness

a model that provides links among team inputs, processes, and outputs, thereby enabling an understanding of how teams perform and how to maximize their performance

affective identity

a power motive characterized by a desire for control - i prefer being a leader, i want to be the leader, I have a tendency to take charge in groups, i am seldom reluctant to be the leader of a group

leader development

a process that concentrates on developing, maintaining, or enhancing individual leader attributes such as knowledge, skills, and abilities

leadership development

a process that concentrates on the leader-follower relationship and on developing an environment in which the leader can build relationships that enhance cooperation and resource exchange

effective leadership

a situation that occurs when a leader changes a follower's behavior, resulting in both leader and follower feeling satisfied and effective

job maturity

a subordinate's job-related ability, skills, and knowledge

derailed leader

behaves abusively—but he or she also engages in anti‐organizational behaviors such as laziness, fraud, and theft. They are often characterized as leaders who have hit a substantial pothole on their road to success

virtual-collaboration behaviors

behaviors that characterize virtual team interactions, including exchanging ideas without criticism, agreeing on responsibilities, and meeting deadlines

industry, government/military, student - emotional stability, extraversion, conscientiousness, agreeableness

characteristics associated with leader effectiveness in 3 different environments:

climate vs culture

climate: about context in which actions occur - created at lower levels of organization culture: about meaning intended by and inferred from those actions

4 stages of team training

cross-training, team coordination training, team leader training, guided team self-correction training

time horizon

cultural dimension that affects whether managers and employees focus on short-term or long-term goals

3 elements of destructive leader behavior

destructive leaders, susceptible followers, and conducive environments.

organizational chart

diagram of an organization's structure

demographic diversity

differences in observable attributes or demographic characteristics such as age, gender, and ethnicity

bureaucracy dimensions

division of labor delegation of authority structure span of control

Person-job (P-J) fit

extent to which the skills, abilities, and interests of an individual are compatible with the demands of the job

Person-organization (P-O) fit

extent to which the values of an employee are consistent with the values held by most others in the organization

those with leadership aspirations tend to have:

high power motive + high activity inhibition + low affiliation needs

Argyris' Growth Perspective

individuals develop: 1. From passive to active organisms 2. From dependent to independent organisms 3 From organisms requiring immediate gratification to those capable of delaying gratification 4. From organisms able to deal only with concrete operations to those able to deal in abstractions 5. From organisms with few abilities to those with many abilities

norms

informal and sometimes unspoken rules that teams adopt to regulate members' behavior

University of Michigan Studies

interested in leadership behavior, but concentrated more on the dynamics of how leaders and groups interacted

Leader-Member Exchange (LMX) Theory

leadership theory proposing that leaders adopt different behaviors with individual subordinates; the particular behavior pattern of the leader develops over time and depends to a large extent on the quality of the leader-subordinate relationship

transformational leadership

leadership theory that describes the behavior of inspirational political leaders who transform their followers by appealing to nobler motives such as justice, morality, and peace 1) Impressing on followers the importance and implications of the tasks they are performing 2) Persuading followers to ignore self-centered strategies and concentrate on the goals of the work group or organization 3) Appealing to higher-order needs such as making a contribution, having an impact, improving society through their efforts

power approach

leadership theory that examines the types of power wielded by leaders

Manager vs supervisor vs leader

manager + supervisor - what is done leader - how it is done

lean production

method that focuses on reducing waste in every form, including overproduction, lengthy waiting times for materials, excessive transportation costs, unnecessary stock, and defective products

instrumental motives

motives that activate behaviors designed to achieve a second goal - i am interested in leading if there are advantages to me, I will agree to lead if i can see personal benefits, leading others is more of a dirty job than an honorable one

affiliation need

need for approval or connections with others

organizational citizenship behaviors (OCBs)

one stable behavior emerging from new work environment despite fuzzy job boundaries

5 basic functions or roles of people in an organization (Mintzberg)

operating core strategic apex middle line technostructure support staff

resource theory

organization must be viewed in context of connections to other organizations

organic organization

organization with a large span of control, less formalized procedures, and decision making at middle levels

team inputs

organizational context, team task, team composition, team diversity

strategic, team-centered, statistical, participatory, quality focused

organizational interventions are:

shared mental model

organized way for team members to think about how the team will work; helps team members understand and predict the behavior of their teammates

in-group members

people who have high-quality relationships with their leader and high latitude for negotiating their work roles

out-group members

people who have low-quality relationships with their leader and little latitude for negotiating their work roles

henry mintzberg

proposed a sophisticated contingency theory and argued that one could describe an organization by looking at 4 categories of characteristics: 1) the key mechanism used by the organization for coordinating its efforts (perhaps the largest challenge for any organization) (2) the functions and roles of people in the organization (3) the extent of centralization or decentralization in decision making in the organization (4) the context in which the organization operates."

activity inhibition

psychological term used to describe a person who is not impulsive

coordination loss

reduced group performance that occurs when team members expend their energies in different directions or fail to synchronize or coordinate their work

social loafing

reduced motivation and performance in groups that occurs when there is a reduced feeling of individual accountability or a reduced opportunity for evaluation of individual performance

5 different types of power

reward power coercive power legitimate power referent power expert power

Multifactor Leadership Questionnaire (MLQ)

self-report instrument used in the development and validation of the theory of transformational leadership

virtual-communication skills

skills used in virtual team interactions, including rephrasing unclear sentences or expressions so that all team members understand what is being said, acknowledging the receipt of messages, and responding within one business day

production team

team that consists of frontline employees who produce tangible output

virtual team

team that has widely dispersed members working together toward a common goal and linked through computers and other technology

legitimate power

the "right" of a supervisor to influence a subordinate and the obligation of the subordinate to accept that influence

team composition

the attributes of team members, including skills, abilities, experiences, and personality characteristics

social-normative motivation

the desire to lead out of a sense of duty or responsibility i feel I have a duty to lead when asked, I have been taught to volunteer to lead others when i can, i was taught to believe in the value of leading others, people should volunteer to lead rather than wait to be asked

coercive power

the potential of a supervisor to dispense punishments

reward power

the potential of a supervisor to dispense valued rewards

psychological maturity

the self-confidence and self-respect of the subordinate

safety climate

the shared perception of employees about the importance of safety within the organization

true

transformational leaders seem to inspire more organizational citizenship behaviors than nontransformational leaders

true

transformational styles of leadership are more difficult to establish via telecommuting as opposed to transactional styles

consideration

type of behavior identified in the Ohio State studies; included behavior indicating mutual trust, respect, and a certain warmth and rapport between the supervisor and group.

interpersonal competence

type of competence that includes social awareness and social skills, such as the ability to resolve conflict and foster a spirit of cooperation

3 types of destructive leaders

tyrannical, derailed, supportive-disloyal

male vs female leaders

women tend to prefer democratic and participative style men favor autocratic styles men more assertive women more extraverted women more tender-minded (considerable disagreement among researchers)

quality circle

work group arrangement that typically involves 6 to 12 employees who meet regularly to identify work-related problems and generate ideas to increase productivity or product quality - more popular in Japan than in the US