Social Networks, Organizational Culture, Teams & Leadership, Pay & Motivation

Flashcards covering key concepts from social networks, organizational culture, teams and leadership, and pay and motivation.

Weak ties

Casual or indirect relationships that provide access to new and diverse information.

Strong ties

Close, emotionally intense connections; often redundant information but strong social support.

Structural hole

A gap between disconnected networks that can be bridged for competitive advantage.

Social capital

The benefits individuals gain through social networks, including information and influence.

Organizational culture

Shared values, norms, and assumptions that guide behavior in an organization.

Cultural artifacts

Symbols like rituals, language, and stories that reflect organizational culture.

Subculture

A group within an organization that has its own values differing from the dominant culture.

Attraction-Selection-Attrition Theory

Culture strengthens as people join, are selected, and remain based on shared values.

Culture fit

Hiring employees whose values align with those of the organization.

Social identity theory

We define ourselves partly by our group memberships, influencing our views of others.

Groupthink

A desire for consensus that overrides critical thinking in decision-making.

Tuckman model of group development

Stages of team development: Forming, Storming, Norming, Performing, Adjourning.

Punctuated equilibrium model

Teams alternate between periods of stability and change, often around deadlines.

Bystander effect

Individuals are less likely to take action when others are present.

Dark side traits

Traits like narcissism and Machiavellianism that may help leaders emerge but harm effectiveness.

Toxic Tandem

Leaders ignoring others' needs while followers overanalyze their actions, creating stress.

Ohio State leadership behaviors

Two behaviors: Initiating structure and consideration.

Fiedler’s contingency theory

Effectiveness depends on matching leadership style with situational control.

Substitutes for leadership

Structures or processes that reduce the need for formal leadership.

Expectancy theory

Motivation based on expectancy, instrumentality, and valence.

Agency theory

Pay can align goals of employees and employers to reduce conflict.

Reinforcement theory

Behaviors followed by rewards are likely to be repeated.

Merit pay system

Pay increases based on performance appraisals.

Gainsharing

Group-based performance rewards distributed frequently.

Sunk cost

Effort or resources already expended that influence commitment to a group.

Weak ties in job seeking

They provide access to non-redundant information across social groups.

Function of culture in organizations

Establishes norms and perceived behavioral expectations.

Rejection of serious candidates

Often due to poor alignment with the company's organizational culture.