wgu organizational behavior 9,10,12,16 vocab terms

informal group

A group that is not defined by an organization’s structure; such a group appears in response to other needs, such as social clubs or interest groups.

formal group

A designated work group defined by an organization’s structure.

social identity theory

Perspective that considers when and why individuals consider themselves members of groups.

punctuated-equilibrium model

A set of phases that temporary groups go through that involves transitions between inertia and activity.

role

A set of expected behavior patterns attributed to someone occupying a given position in a social unit.

role perception

An individual’s view of how to act in a given situation.

role expectations

How others believe a person should act in a given situation.

psychological contract

An unwritten agreement between employees and employers that establishes mutual expectations.

role conflict

A situation in which an individual is confronted by divergent role expectations.

interrole conflict

A situation in which the expectations of an individual’s different, separate groups are in opposition.

norms

Acceptable standards of behavior within a group that are shared by the group’s members.

conformity

The adjustment of one’s behavior to align with the norms of the group.

reference groups

Important groups to which individuals belong or hope to belong. People are motivated to conform to and adopt the norms of these groups.

status

A socially defined position or rank given to groups or group members by others.

status characteristics theory

A theory stating that differences in status characteristics create status hierarchies within groups.

social loafing

The tendency for individuals to expend less effort when working collectively than when working individually.

cohesion

The shared bond driving group members to work together and stay in the group.

groupthink

A phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action.

groupshift

A change between a group’s decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk, but it generally is toward a more extreme version of the group’s original position.

interacting groups

Typical groups in which members interact with each other, relying on both verbal and nonverbal communication.

brainstorming

An idea-generation process that specifically encourages any and all alternatives while withholding any criticism of those alternatives.

nominal group technique

A group decision-making method in which members meet to pool their judgments in a systematic but independent fashion.

work group

A group that interacts primarily to share information and make decisions to help each group member perform within their respective area of responsibility.

work team

A group whose individual efforts result in performance that is greater than the sum of the individual inputs.

problem-solving team

A team of employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment.

self-managed work team

A team of employees who autonomously implement solutions and take responsibility for the outcomes of the solutions (responsibilities normally adopted by supervisors).

cross-functional team

A team of employees from about the same hierarchical level but from different work areas who come together to accomplish a task.

virtual team

A team of employees that uses technology to tie together physically dispersed members in order to achieve a common goal.

multiteam system

A collection of two or more interdependent teams that share a superordinate goal; a team of teams.

demography

The degree to which members of a work unit share a common demographic attribute, such as age, gender identity, race, educational level, or organizational tenure.

reflexivity

A team characteristic of reflecting on and adjusting the master plan when necessary.

mental model

Team members’ shared knowledge about the key elements within their task environment.

team efficacy

A team’s collective belief that they can succeed at their tasks.

team identity

A team member’s affinity for and sense of belongingness to their team.

trait theories of leadership

Theories that consider personal qualities and characteristics that differentiate leaders from nonleaders.

behavioral theories of leadership

Theories proposing that specific behaviors differentiate leaders from nonleaders.

initiating structure

The extent to which a leader defines and structures their role and those of their followers to facilitate goal attainment.

consideration

The extent to which a leader has job relationships that are characterized by mutual trust, respect for subordinates’ ideas, and regard for their feelings.

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.

leader–member relations

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

task structure

The degree to which job assignments are regimented or structured.

position power

The degree of influence derived from one’s formal structural position in the organization. This includes the power to hire, fire, discipline, promote, and give salary increases.

situational leadership theory (SLT)

A contingency theory that suggests the appropriate leadership style depends on followers’ readiness (e.g., willingness and competence) to accomplish a specific task.

leader–participation model

A theory that suggests leaders should determine the extent to which leadership problems involve participation and shared responsibility with followers (and adjust accordingly).

shared leadership theory

A theory that suggests leadership can become an emergent state in which leadership roles are distributed across followers and all are capable of influencing one another.

followership

The capability of followers to put into practice a leader’s vision or set of goals.

leader–member exchange (LMX) theory

A theory that suggests (1) leaders and followers have unique relationships that vary in quality and (2) these followers comprise ingroups and outgroups; subordinates with ingroup status will likely have higher performance ratings, less turnover, and greater job satisfaction.

charismatic leadership theory

A leadership theory stating that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors (e.g., those that are values-driven, symbolic, or emotional).

vision

A long-term strategy for attaining a goal or goals.

vision statement

A formal articulation of an organization’s vision or mission.

full range leadership model

A model that suggests that there are a number of approaches or styles of leadership (i.e., transactional, transformational) that vary on a continuum from passive and ineffective to active and effective.

laissez-faire leadership

A leadership style involving passive abdication and avoidance of leadership responsibilities.

transactional leaders

Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements, allocating rewards and punishment where needed, and (passively or actively) intervening when the situation calls for it.

transformational leaders

Leaders who inspire followers to transcend their own self-interests for the good of the organization.

authentic leadership

A leadership style in which leaders “know who they are” (i.e., self-awareness), are anchored by their mission, consider others’ opinions and all relevant information before acting, and display their true selves when interacting with employees.

(un)ethical leadership

The idea that leaders serve as ethical role models to followers and thus demonstrate appropriate (or inappropriate) behavior by using their power in (un)ethical ways and/or by treating others fairly (or unfairly).

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.

abusive supervision

Supervision that is hostile both verbally and nonverbally.

trust

A psychological state of mutual positive expectations between people—both depend on each other and are genuinely concerned for each other’s welfare.

trust propensity

How likely an employee is to trust a leader.

attribution theory of leadership

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

neutralizers

Attributes that make it impossible for leader behavior to make any difference to follower outcomes.

substitutes

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

mentor

A senior employee who sponsors and supports a less-experienced employee, called a protégé.

organizational culture

A system of shared meaning held by an organization’s members that distinguishes the organization from others. This system is characterized by values, beliefs, and underlying assumptions.

dominant culture

A culture that expresses the core values that are shared by most of the organization’s members.

core values

The primary or dominant values that are accepted throughout the organization.

subcultures

Minicultures within an organization, typically defined by department designations or geographical separation.

strong culture

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

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

Physical objects, or artifacts, that symbolize values, beliefs, or assumptions inherent in 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.

organizational climate

The shared perceptions that organizational members have about their organization and work environment; particularly, the policies, practices, and procedures that are in place.

ethical culture

The shared concept of right and wrong behavior in the workplace that reflects the true values of the organization and shapes the ethical decision making of its members.

sustainability

Maintaining practices over a long period of time because the tools or structures that support them are not damaged by the processes.

positive organizational culture

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

driving forces

Forces that direct behavior away from the status quo.

restraining forces

Forces that hinder movement from the existing equilibrium.

action research

A change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicate.