Organizational Behavior Test 3

Key terminology and concepts covering Communication, Group Dynamics, Team Management, Conflict Resolution, Decision Making, and Leadership Theories based on Organizational Behavior lecture notes.

Communication

Defined by Webster’s dictionary as a process by which information is exchanged between individuals through a common system of symbols, signs, or behavior; managers spend $50\%$ to $90\%$ of their time performing this.

Filtering

The distortion or withholding of information to manage a person’s reactions, such as a manager keeping negative sales figures from a superior.

Selective Perception

Filtering what we see and hear to suit our own needs; it is often unconscious and acts as a time-saver in a complex culture.

Information Overload

A state where the information processing demands on an individual’s time exceed the supply or capacity of time available for such processing.

Grapevine

The informal gossip network found in organizations; research suggests $70\%$ of all organizational communication occurs at this level.

Jargon

The language of specialized terms used by a group or profession, acting as common shorthand among experts.

Active Listening

A communication technique involving giving full attention to others, taking time to understand points made, asking questions as needed, and not interrupting.

Proxemics

A term coined by anthropologist Edward T. Hall to denote the different kinds of distance that occur between people, such as intimate, personal, social, and public.

Group

A collection of individuals who interact with each other such that one person’s actions have an impact on the others.

Forming

The first stage of group development where members come together, characterized by formality, anxiety, and being guarded while exploring boundaries.

Storming

The second stage of group development where members shed social facades, explore power, and become more authentic and argumentative.

Norming

The third stage of group development where members feel committed and elation, having handled the 'tough stuff,' and established ground rules and norms.

Performing

The fourth stage of group development where the group is galvanized by unity, is interdependent, and pays attention to how the work is being done.

Punctuated-Equilibrium Model

A model proposing that organizations or groups remain fairly static for long periods with change occurring in brief bursts catalyzed by a crisis.

Cohesion

A kind of 'social glue' referring to the degree of camaraderie within a group; influenced by similarity, stability, size, support, and satisfaction.

Groupthink

A group pressure phenomenon common in highly cohesive groups that increases the risk of the group making flawed decisions.

Social Loafing

The tendency of individuals to put in less effort when working in a group context; also known as the Ringelmann effect.

Collective Efficacy

A group’s perception of its ability to successfully perform well, influenced by watching others and verbal persuasion.

Team

A cohesive coalition of people working together to achieve mutual goals; differs from a group by its commitment to a shared vision and joint outcomes.

Task Interdependence

The degree to which team members are dependent on one another to get information, support, or materials to be effective.

Virtual Teams

Teams in which members are not located in the same physical place, presenting challenges such as building trust and managing communication.

Conflict

A process that involves people disagreeing, ranging from minor annoyances to outright violence.

Intrapersonal Conflict

Disagreement or stress that arises within a person, often due to role conflict or role ambiguity.

Intergroup Conflict

Conflict that takes place among different groups, such as different departments, unions versus management, or competing companies.

BATNA

Standing for 'Best Alternative to a Negotiated Agreement,' this is the standard against which any proposed agreement should be measured.

Distributive Approach

The traditional 'fixed-pie' approach to negotiation where negotiators see the situation as something they have to divide to 'win.'

Integrative Approach

A creative 'win-win' approach to negotiation where parties look for ways to expand the pie so each party gets more.

Satisfice

A concept in the bounded rationality model referring to accepting the first alternative that meets minimum criteria rather than seeking the optimal solution.

Overconfidence Bias

The tendency for individuals to overestimate their ability to predict future events, such as $82\%$ of safe drivers believing they are in the top $30\%$.

Hindsight Bias

A trap occurring when looking backward in time where past mistakes seem obvious after they have already occurred.

Anchoring

The tendency for individuals to rely too heavily on a single piece of information, such as focusing only on salary during job negotiations.

Escalation of Commitment

When individuals continue on a failing course of action after information reveals it may be a poor path; sometimes called the 'sunken costs fallacy.'

Nominal Group Technique (NGT)

A four-step group decision-making tool including silent brainstorming, gathering ideas in order, clarification discussion, and voting.

Delphi Technique

A group process using written responses to a series of questionnaires instead of physically bringing individuals together.

Task-oriented Leader Behaviors

Behaviors involving structuring roles, providing instructions, and behaving in ways that increase group performance; also called initiating structure.

People-oriented Leader Behaviors

Behaviors including showing concern for employee feelings and treating employees with respect; also called consideration.

Authoritarian Decision Making

A style where the leader makes the decision alone without involving employees.

Democratic Decision Making

A leadership style where employees participate in the making of the decision.

Laissez-faire Decision Making

A style where the leader provides minimum guidance and leaves employees alone to make decisions.

Transformational Leadership

A style where leaders align employee goals with leader goals using charisma, inspirational motivation, intellectual stimulation, and individualized consideration.

Transactional Leadership

A style where leaders ensure employees demonstrate right behaviors by using contingent rewards and management by exception.

Servant Leadership

A leadership approach defining the leader’s role as serving the needs of others, community development, and self-sacrifice.

Authentic Leadership

An approach based on being oneself, staying true to one’s past experiences, and possessing high levels of personal integrity and self-awareness.