C715 Organizational Behavior Part 3

subcultures

Minicultures within an organization, typically defined by department designations and geographical separation.
strong culture

A culture in which the core values are intensely held and widely shared.
organizational climate

The shared perceptions organizational members have about their organization and work environment.
Institutionalization

A condition that occurs when an organization takes on a life of its own, apart from any of its members, and acquires immortality.
Socialization

A process that adapts employees to the organization's culture.
prearrival stage

The period of learning in the socialization process that occurs before a new employee joins the organization.
encounter stage

The stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge.
metamorphosis stage

The stage in the socialization process in which a new employee changes and adjusts to the job, work group, and organization.
Rituals

Repetitive sequences of activities that express and reinforce the key values of the organization, which goals are most important, which people are important, and which are expendable.
Material Symbols

What conveys to employees who is important, the degree of egalitarianism top management desires, and the kinds of behavior that are appropriate.
Positive Organizational Culture

A culture that emphasizes building on employee strengths, rewards more than punishes, and emphasizes individual vitality and growth.
Workplace Spirituality

The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.
leadership

The ability to influence a group toward the achievement of a vision or set of goals.
trait theories of leadership

Theories that consider personal qualities and characteristics that differentiate leaders from non-leaders.
behavioral theories of leadership

Theories proposing that specific behaviors differentiate leaders from non-leaders.
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 a leader is likely to have job relationships characterized by mutual trust, respect for subordinates' ideas, and regard for their feelings.
employee-oriented leader

A leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences among members.
production-oriented leader

A leader who emphasizes technical or task aspects of the job.
Fiedler contingency model

The theory that effective groups depend on a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.
least preferred co-worker (LPC) questionnaire

An instrument that purports to measure whether a person is task or relationship oriented.
leader-member relations

The degree of confidence, trust, and respect subordinates have in their leader.
task structure

The degree to which job assignments are procedurized.
position power

Influence derived from one's formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.
Fiedler's three contingency or situational dimensions

1.) leader-member relations 2.) task structure 3.) Position power
situational leadership theory (SLT)

A contingency theory that focuses on followers' readiness.
path-goal theory

A theory that states that it is the leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.
leader-participation model

A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.
leader-member exchange (LMX) theory

A theory that supports leaders' creation of in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction.
charismatic leadership theory

A leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.
Key Characteristics of a Charismatic Leader

1.) Vision and articulation 2.) personal risk 3.) sensitivity to follower needs 4.) Unconventional behavior
vision

A long-term stratey for attaining a goal or goals
vision statement

A formal articulation of an organization's vision or mission.
transactional leaders

Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.
transformational leaders

Leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers.
authentic leaders

Leaders who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly. Their followers would consider them to be ethical people.
socialized charismatic leadership

A leadership concept that states that leaders convey values that are other centered versus self centered and who role-model ethical conduct.
servant leadership

A leadership style marked by going beyond the leader's own self-interest and instead focusing on opportunities to help followers grow and develop.
trust

A positive expectation that another will not act opportunistically.
mentor

A senior employee who sponsors and supports a less-experienced employee, called a protégé.
attribution theory of leadership

A leadership theory that says that leadership is merely an attribution that people make about other individuals.
substitutes

Attributes, such as experience and training, that can replace the need for a leader's support or ability to create structure.
neutralizers

Attributes that make it impossible for leader behavior to make any difference to follower outcomes.
identification-based trust

Trust based on a mutual understanding of each other's intentions and appreciation of each other's wants and desires.
manager

An individual who achieves goals through other people.
organization

A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.
planning

A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.
organizing

Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made
leading

A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.
controlling

Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.
Interpersonal Roles

Perform duties that are ceremonial and symbolic in nature. Figurehead, Leader, Liaison-- Minztberg
Informational Roles

Collect information from outside organizations and institutions, and also act as a conduit to transmit information to organizational members. Monitor, Disseminator, Spokesperson--Minztberg
Decisional Roles

Roles that require making choices--Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator--Minztberg
technical skills

The ability to apply specialized knowledge or expertise.
human skills

The ability to work with, understand, and motivate other people, both individually and in groups.
conceptual skills

The mental ability to analyze and diagnose complex situations
organizational behavior (OB)

A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization's effectiveness.
systematic study

Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence.
evidence-based management (EBM)

The basing of managerial decisions on the best available scientific evidence.
intuition

a gut feeling not becessarily supported by reasearch
psychology

The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.
social psychology

An area of psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.
sociology

The study of people in relation to their social environment or culture.
anthropology

The study of societies to learn about human beings and their activities.
contingency variables

Situational factors: variables that moderate the relationship between two or more variables.
workforce diversity

The concept that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and inclusion of other diverse groups.
positive organizational scholarship

An area of OB research that concerns how organizations develop human strength, foster vitality and resilience, and unlock potential.
ethical dilemmas and ethical choices

Situations in which individuals are required to define right and wrong conduct.
model

An abstraction of reality. A simplified representation of some real-world phenomenon.
input

Variables that lead to processes.
processes

Actions that individuals, groups, and organizations engage in as a result of inputs and that lead to certain outcomes.
outcomes

Key factors that are affected by some other variables.
task performance

The combination of effectiveness and efficiency at doing your core job tasks.
citizenship behavior

Discretionary behavior that contributes to the psychological and social environment of the workplace.
withdrawl behavior

The set of actions employee take to separate themselves from the organization.
group cohesion

The extent to which members of a group support and validate one another while at work
group functioning

The quantity and quality of a work group's output.
productivity

The combination of the effectiveness and efficiency of an organization.
effectiveness

The degree to which an organization meets the needs of its clientele or customers.
efficiency

The degree to which an organization can achieve its ends at a low cost.
organizational survival

The degree to which an organization is able to exist and grow over the long term
power

a capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes.
dependence

B 's relationship to A when A possesses something that B requires.
coercive power

A power base that is dependent on fear of the negative results from failing to comply.
reward power

Compliance achieved based on the ability to distribute rewards that others view as valuable.
legitimate power

The power a person receives as a result of his or her position in the formal hierarchy of an organization.
personal power

Influence derived from an individual's characteristics.
expert power

Influence based on special skills or knowledge.
referent power

Influence based on identification with a person who has desirable resources or personal traits.
power tactics

Ways in which individuals translate power bases into specific actions.
Nine influence tactics

1. Legitimacy 2. rational Persuasion 3. Inspirational appeals 4. Consultation 5. Exchange 6. Personal appeals 7. Ingratiation 8. Pressure 9. Coalitions
political skill

The ability to influence others in such a way as to enhance one's objectives.
sexual harassment

Any unwanted activity of a sexual nature that affects an individual's employment and creates a hostile work environment.
political behavior

Activities that are not required as part of a person's formal role in the organization but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization.
defensive behaviors

Reactive and protective behaviors to avoid action, blame, or change.
impression management

The process by which individuals attempt to control the impression others form of them.
Realistic

prefers physical activities that require skill, strength, coordination--shy genuine, persistent, stable, conforming, practical--mechanic, drill press, assembly line, farmer
Investigative

prefers activities that involve thinking, organizing, understanding--analytical, original, curious, independent--biologist, economist, mathematician, news reporter
Social

prefers activities that involve help and developing others--sociable, griendly, cooperativew, understanding--social worker, teacher, counselor, slinical psychologist
conventional