Chs. 11–15: Conflict, Leadership, Structure, Culture & Change – Vocabulary Review

118 vocabulary flashcards covering major terms and definitions from Chapters 11–15 on conflict, negotiation, leadership, organizational structure, culture, and change.

BATNA (Best Alternative to a Negotiated Agreement)

Your fallback option if talks fail; determines your negotiation power.

Conflict

Perceived incompatibility of interests between parties.

Constructive Conflict

Disagreement that encourages diverse views and better decisions.

Negotiation

Joint decision-making process when parties have differing preferences.

Relationship Conflict

Dispute focused on personal tensions and incompatibilities.

Superordinate Goal

A shared objective requiring cooperation, reducing conflict.

Third-Party Conflict Resolution

Use of a neutral person to help settle a dispute.

Mediation

Facilitator guides discussion; parties craft their own solution.

Arbitration

Neutral third party hears arguments and issues a binding ruling.

Inquisition

Manager controls process and decision in workplace disputes.

Win-Lose Orientation

Belief that one side’s gain equals the other’s loss.

Win-Win Orientation

Focus on mutual gains via collaboration/problem solving.

Conflict Process Model

Explains how structural conditions trigger perceptions, emotions, and behaviors in conflict.

Incompatible Goals

Situational source of conflict arising when objectives clash.

Differentiation

Conflicting values/beliefs due to diverse backgrounds or training.

Interdependence

Conflict source created when parties rely on each other’s work.

Scarce Resources

Limited supplies intensify competition and conflict.

Ambiguous Rules

Unclear guidelines that heighten misunderstandings and conflict.

Communication Problems

Noise, jargon, or lack of info that fuels conflict.

Problem-Solving Style

Collaborative, win-win approach to handle conflict.

Forcing Style

Assertive, win-lose approach using power to prevail.

Avoiding Style

Withdrawing or ignoring the conflict issue.

Yielding Style

Giving in to the other party’s wishes.

Compromising Style

Both sides make concessions to reach a middle ground.

Emphasize Superordinate Goals

Conflict management tactic of highlighting shared objectives.

Reduce Differentiation

Conflict prevention by decreasing value or background differences.

Improve Communication

Open, clear dialogue to correct misperceptions and distrust.

Reduce Interdependence

Minimize required interaction to lower conflict potential.

Increase Resources

Add supplies/budget so parties needn’t compete.

Clarify Rules and Procedures

Specify expectations to cut ambiguity-related conflict.

Bargaining Zone Model

Negotiators’ initial, target, resistance points create an overlap zone for agreement.

Claiming Value

Negotiation activity aimed at securing the largest share.

Creating Value

Expanding the pie through information sharing and trade-offs.

Fiedler’s Contingency Model

Matches fixed leader style to situational control level.

Implicit Leadership Theory

Followers’ mental prototypes shape perceptions of leaders.

Shared Leadership

Influence distributed among team members rather than centralized.

Authentic Leadership

Self-aware, transparent, ethical influence built on core values.

Leadership Substitutes

Situation variables that lessen or replace need for a leader.

Path–Goal Theory

Leader clarifies paths to goals using directive, supportive, participative, or achievement styles.

Directive Leadership

Leader gives clear instructions, standards, and expectations.

Supportive Leadership

Leader provides socio-emotional support and concern.

Servant Leadership

Leader prioritizes follower development and well-being.

Situational Leadership Theory (SLT)

Adjusts style to followers’ competence and commitment levels.

Transactional Leadership

Exchange relationship—rewards contingent on performance.

Transformational Leadership

Inspires change via vision, role modeling, and motivation.

Eight Leadership Competencies

Personality, self-concept, drive, integrity, motivation, business knowledge, cognitive & emotional intelligence.

Behavioral Perspective of Leadership

Effective leaders balance task-oriented and people-oriented behaviors.

Vision (Transformational)

Compelling future state that guides and inspires followers.

Framing and Communication

Packaging the vision in meaningful, memorable language.

Modeling the Vision

Leader exemplifies behaviors that support the desired future.

Building Commitment

Activities to secure follower buy-in to the vision.

Gender Differences in Leadership

Women more often use participative style; may face stereotyping.

Centralization

Concentration of decision power at higher organizational levels.

Divisional Structure

Departments grouped by product, region, or client type.

Formalization

Degree to which rules and procedures standardize behavior.

Functional Structure

Grouping employees by their expertise or tasks.

Matrix Structure

Dual reporting lines combining functional and divisional groupings.

Mechanistic Structure

Rigid hierarchy, high formalization, narrow spans of control.

Network Structure

Core firm outsources many functions to external contractors.

Organic Structure

Flexible, decentralized, low formalization, wide spans.

Organizational Strategy

Long-term direction and scope guiding choices and resource use.

Organizational Structure

Formal system for task division, coordination, and hierarchy.

Span of Control

Number of direct reports managed by one supervisor.

Team-Based Structure

Broad, self-directed teams with minimal hierarchy.

Informal Communication

Unscripted dialogue for coordination, especially in small or organic settings.

Formal Hierarchy

Chain of command used to coordinate and control work.

Standardization

Use of routines, rules, or outputs to align activities.

Environment Contingency

Dynamic environments favor organic structures; stable ones favor mechanistic.

Size Contingency

Larger organizations need more formalization and decentralization.

Technology Contingency

Non-routine tech calls for organic forms; routine tech suits mechanistic.

Strategy Contingency

Structure should align with the organization’s competitive approach.

Adaptive Culture

Culture that supports continuous learning and change.

Artifacts

Observable symbols or signs of an organization’s culture.

Ceremonies and Rituals

Planned and repetitive activities that reinforce values.

Organizational Culture

Shared values, beliefs, and assumptions guiding behavior.

Shared Assumptions

Taken-for-granted, often unconscious beliefs about reality.

Values

Conscious convictions about what is good or desirable.

Subculture

Distinct values and norms held by a subgroup within the org.

Organizational Socialization

Process by which newcomers learn the culture and expectations.

Realistic Job Preview

Honest portrayal of job to set accurate expectations.

Stories and Legends

Narratives about past events that convey cultural values.

Language (Cultural)

Special slang or expressions reflecting organizational values.

Physical Structures and Symbols

Office layout, dress codes, logos conveying cultural messages.

Social Control

Culture’s role in regulating employee behavior through norms.

Social Glue

Culture’s ability to bond employees through shared identity.

Sense-Making

Culture helps employees interpret and make sense of events.

Integration (Culture Merger)

Blending elements of each culture into a new whole.

Deculturation

Replacing one culture entirely with another’s values.

Assimilation

One group willingly adopts another’s culture.

Separation

Organizations remain culturally distinct after merger.

Founder/Leader Actions

Leaders model and reward behaviors to shape culture.

Attraction-Selection-Attrition (ASA) Theory

People are drawn to, chosen by, and stay in organizations whose values match their own.

Socialization Process

Learning values, norms, and forming psychological contract with employer.

Action Research

Data-driven, participative approach to organizational change.

Appreciative Inquiry

Change model building on strengths via Discover, Dream, Design, Deliver.

Force Field Analysis

Diagnostic tool mapping driving and restraining forces for change.

Future Search

Large-group meeting to create a shared vision for change.

Parallel Learning Structures

Small, experimental groups that pilot and spread innovations.

Unfreezing

Creating motivation and readiness for change.

Refreezing

Institutionalizing new behaviors after change.