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.