Organizational Behavior Final Review

These flashcards cover essential vocabulary and concepts related to Organizational Behavior, providing definitions and explanations to aid in exam preparation.

SUBSTITUTABILITY

Refers to the capacity of a resource or service to be replaced by another resource or service.

BATNA

Best Alternative To a Negotiated Agreement, which is the best course of action a party can take if negotiations fail.

MUTUAL GOALS

Goals shared among team members that foster collaboration and a common purpose.

VALUES

Shared principles, standards, and goals that define the culture of an organization.

DEPARTMENTALIZATION

The process of dividing an organization into different departments, each responsible for a specific area of tasks.

NORMING

The third stage in the 5-stage model of team development where team members establish norms and build trust.

TASK-ORIENTED

A leadership style that focuses on completing tasks and achieving objectives.

PEOPLE-ORIENTED

A leadership style that emphasizes the welfare and development of team members.

ARTIFACT

A visible, tangible element of culture, such as a mission statement.

DIVISIONAL STRUCTURE

A type of organizational structure where teams are grouped based on products, services, customers, or locations.

LOG-ROLLING

A negotiation technique where parties give up lesser priorities to gain concessions on more important issues.

COMMON KNOWLEDGE EFFECT

The tendency for groups to discuss information that is commonly known among its members.

LAISSEZ-FAIRE

A decision-making style where leaders allow employees to make decisions independently.

RESPONSIVE CULTURE

A type of organizational culture characterized by flexibility and adaptability to new ideas.

MATRIX ORGANIZATION

An organizational structure that combines functional and divisional structures.

DISTRIBUTIVE

A type of negotiation that involves dividing a fixed amount of resources.

GROUPTHINK

A psychological phenomenon where the desire for harmony in a decision-making group leads to irrational or poor outcomes.

LMX RELATIONSHIPS

Leader-Member Exchange relationships, which describe the two-way relationship between leaders and their followers.

ATTRACTION-SIMILARITY-ATTRITION

A framework for understanding how organizations maintain culture through recruitment and retention.

MECHANISTIC STRUCTURES

Organizational structures that are highly centralized, formalized, and departmentalized.

BOUNDARY SPANNERS

Individuals who connect different networks or organizations.

INTEGRATIVE

A negotiation style that seeks to create value by finding mutually beneficial solutions.

SOCIAL LOAFING

The tendency of individuals to put in less effort when working in a group compared to working alone.

THEORY X

A theory of leadership that assumes employees are inherently lazy and require strict supervision.

COUNTERCULTURE

A subset of values and beliefs within an organization that oppose the dominant organizational culture.

DEVELOPING A SENSE OF URGENCY

The critical first step in planning for organizational change.