Org Behavior Test 4

Disposition-based trust

Having a natural tendency to trust others

Cognition-based trust

Trusting others based on facts and evidence rather than feelings or assumptions.

Affect-based trust

trusting others based on your feelings and emotional connection with them.

Psychological contract

unwritten expectations between employees and organizations

Leverage swift trust

take advantage of the natural trust group members have in each other when they first start working together.

Dysfunctional conflict

disputes and disagreements that negatively affect individuals and teams

Functional conflict

productive and healthy disputes between individuals or groups

Task conflict

conflict about the direction, content, or goals of a work assignment

Relationship conflict

personality conflict

Process conflict

conflict about how to carry out work

Conflict management strategies - Competition (top left)

attempt to gain victory through force, skill, or domination

Conflict management strategies - collaboration (top right)

joint effort by all parties to find a solution beneficial to everyone

Conflict management strategies - avoidance (bottom left)

attempt to suppress a conflict and pretend it does not exist

Conflict management strategies - Accommodation (bottom right)

Trying to change your opinion to reduce disagreements between people

Conflict management strategies - compromise (middle)

Both sides give up an argument to reach an agreement

Negotiation

the process of reaching an agreement that both parties find acceptable

Third-Party Dispute-Resolution Approaches - Mediator

Helps both sides communicate without taking sides or giving opinions.

Third-Party Dispute-Resolution Approaches - arbitrator

A neutral person listens to both sides and makes a final decision that everyone must follow.

Third-Party Dispute-Resolution Approaches - conciliator

persuades opponents to communicate, often nonbinding opinion

Distributive bargaining

occurs when two parties both try to claim a “fixed pie” of resources.

Integrative bargaining

occurs when both parties negotiate a win–win solution

BATNA

Best possible alternative to a negotiated agreement

BATNA process

Come up with different options, Compare and evaluate your choices, Decide what you will do if the negotiation doesn't work out, Determine your reservation value (the lowest offer you are willing to accept).

ZOPA

zone of possible agreement

Leadership

Giving guidance and direction to individuals or groups to help them successfully reach their goals.

Leader emergence

the natural occurrence of someone becoming the leader of a leaderless group

Formal leaders

officially designated by the organization

Informal leaders

does not receive a title but is seen by others as a leader

Leaders

Create a vision, introduce change and movement, and influence others to achieve goals

Managers

Maintain the status quo, promote stability, and ensure the smooth running of
operations

Directive leadership

implementing guidelines, managing expectations, setting definite performance standards, and ensuring that individuals follow rules (Production-oriented leaders and Autocratic style)

Transactional leadership

motivating employees by goals and equitable rewards (compliance)

Visionary leadership

creating visions to motivate, inspire, and stimulate employees

Empowering leadership

leaders help their followers develop skills and abilities. “Superleadership”

Example of directive leadership

Take full control, assigning specific tasks to each team member, setting
strict deadlines, and monitoring everyone’s progress closely

Example of transactional leadership

Focus on setting clear goals and expectations, offering rewards (like a
bonus or extra time off after completion) for meeting the deadline, and giving feedback to keep people on track

Visionary leadership example

Inspire the team by reminding them of the importance of the project,
painting a compelling picture of the end goal, and encouraging them to overcome the challenges together.

Empowering leadership example

Encourage team members to take ownership of their tasks, offering support and resources as needed, while allowing them to make decisions and problem-solve independently.

Organizational power

power that a leader possesses through his or her role in an organization

Personal power

power that belongs to the individual and is independent of the position that an
individual holds in an organization

French and Raven bases of power

Legitimate power (organizational power), Reward power (organizational power), Coercive power (organizational power), Expert power (personal power), Referent power (personal power), later added: Informational power (organizational power)

Legitimate power

the leader’s officially sanctioned authority to ask others to do things

Reward power

the use of incentives (example, monetary rewards) to influence the actions of
others

Coercive power

the use of punishments, threats, or sanctions to influence the actions of others

Informational power

the ability to influence due to access to information that others do not have (later added by Raven)

Expert power

the ability to influence others through one's knowledge or expertise

Referent power

the leader's influence over others when they desire to identify and be associated with him/her

Organizational politics

Actions that are not officially approved by the organization and prioritize personal interests, often at the expense of the company or other employees.

Political skill

the ability to understand and influence others for the good of the organization.

Factors that affect political behavior - organizational

cost-cutting, money, promotions, layoffs

Factors that affect political behavior - individual factors

personality, the extent to which you engage in political behavior also depends on personality

Operational network

people who help you get your team’s job done on a daily basis

Strategic network

people who help you keep track of what is going on and what opportunities,
challenges, and threats are out there in the environment

Developmental network

people who help you grow and develop, help you get access to the
work experiences you need