Organizational Behavior and Management Lecture Notes

Comprehensive practice vocabulary flashcards covering power, conflict management, organizational change, communication, leadership, and decision-making based on lecture chapters 5 through 10.

Power

The ability to influence other people's behaviour to achieve goal.

Coercive power

Power based on punishment used because employees are afraid of negative consequences, such as a warning letter or demotion.

Reward power

Power used by a manager to motivate by giving rewards, such as providing bonuses, promotion, or increased salary.

Legitimate power

Power that comes from a person's official position in the organization and their authority, such as a CEO or Manager.

Expert power

Power that comes from knowledge, skills, and experience because the leader has the ability to solve the problem; for example, an accountant.

Referent power

Power that comes from respect and admiration, where followers are willing to follow because they trust and respect the leader.

Formal Power

Power that comes from a position and is based on authority; it includes reward and legitimate power.

Personal power

Power that comes from personal quality and is based on knowledge or personality; it includes expert and referent power.

Rational Persuasion

A power tactic where facts and logical reports or evidence are used to support ideas and make others agree.

Consultation

A power tactic that involves asking employees for their opinion before making a decision, making them feel involved and committed.

Exchange

A power tactic that means offering rewards or benefits in return for support.

Pressure

A power tactic that uses threats or warnings to make employees obey because they are afraid of punishment.

Conflict

A disagreement between two or more parties because they have different goals, ideas, or interests.

Intrapersonal Conflict

Conflict that happens within one person when they have different goals, values, or emotions, making it difficult to make a decision.

Interpersonal conflict

Conflict that happens between two people, caused by different opinions, personality, or poor communication.

Intra group conflict

Conflict that happens within a group when team members have different ideas or responsibilities.

Intergroup Conflict

Conflict that happens between two groups because of different goals or competition for reserves.

Stage 1: Potential Opposition

The start of the conflict process due to communication problems, personal differences, or organizational issues.

Stage 2: Cognition & Personality

The stage where people become aware of the conflict and may start to feel stress or anger.

Stage 3: Intention strategies

The stage where people decide how to handle the conflict, such as choosing to compete, collaborate, compromise, avoid, or accommodate.

Stage 4: Behaviour

The stage where conflict becomes visible through actions, arguments, or discussion.

Stage 5: Outcomes

The results of conflict, which can be functional (improving teamwork and creativity) or dysfunctional (reducing performance and satisfaction).

Distributive bargaining

A win-lose strategy where one party gains more while the other party loses, typically dividing fixed resources.

Intergrative bargaining

A win-win strategy where both parties work together to find a solution that benefits everyone and creates value for both.

Mediator

A third-party negotiator who helps both parties discuss the problem and suggests solutions but cannot make the final decision.

Arbitrator

A third-party negotiator who listens to both parties and makes a final decision that both parties must accept.

Conciliator

A third-party negotiator used to improve communication between both parties and help reduce misunderstanding.

Internal Forces for change

Forces from inside the organization, including changes in management, employees, or organizational goals.

External Forces for change

Forces from outside the organization, including customers, competitors, technology, and the economy.

Environmental Forces for change

Forces caused by changes in the business environment, such as government policies, laws, and social changes.

Individual resistance

Occurs when employees are unwilling to accept change due to fear of the unknown, habit, or job security.

Organisational resistance

Occurs when the organization itself resists change due to organizational culture, rules, or existing structures.

Unfreezing

The first stage of Lewin's Three-Step Model where managers prepare for change by explaining why it is needed.

Changing

The second step of Lewin's Three-Step Model where employees learn and accept new ways of working through training and support.

Refrezing

The final stage of Lewin's Three-Step Model that makes the change last by using rewards, policies, and support.

Kotter's Eight-Step Model

A model for leading change consisting of: 1. Create Urgency, 2. Build a Guiding Coalition, 3. Create a Vision, 4. Communicate the vision, 5. Empower Employees, 6. Create Short Term Wins, 7. Build on the change, 8. Anchor the change.

Control (Communication Function)

Communication that helps employees follow company rules and procedures to ensure they do their work correctly.

Motivation (Communication Function)

Communication that encourages employees to work harder by giving goals and feedback to improve performance.

Information (Communication Function)

Communication that helps people share info so employees can understand their work and make better decisions.

Downward communication

Communication flowing from managers to employees used to give instructions, goals, and information.

Upward communication

Communication from employees to managers used to give feedback, suggestions, or report problems.

Lateral communication

Communication between employees at the same level that helps teamwork and coordination.

Chain Network

A formal network where information moves from one person to another in order, following the organization's chain of command.

Wheel network

A formal network where one leader is at the centre and communicates with all members, but members do not communicate directly with each other.

All channel network

A formal network where everyone communicates with each other, encouraging teamwork and sharing ideas.

Leadership

The ability to influence and guide people to achieve a common goal.

Iowa studies

A behavioral approach identifying three leadership styles: democratic (asking for ideas), autocratic (making decisions alone), and laissez-faire (giving freedom).

Ohio State Studies

A behavioral approach focusing on Consideration (relationship-oriented) and Initiating structure (task and performance oriented).

University of Michigan studies

A behavioral approach identifying Employee-oriented leaders (focus on needs/motivation) and Production-oriented leaders (focus on tasks/productivity).

Team management $(9,9)$

A style in the Managerial Grid where the leader cares about both employees and work performance.

Transformational leadership

A contemporary approach where the leader inspires and motivates employees to improve by encouraging new ideas and growth.

Transactional leadership

A contemporary approach where the leader uses rewards and punishment to manage employees and follows rules to focus on work performance.

Leader-member exchange (LMX) Theory

A leadership theory where the leader builds high trust and a good relationship with employees to improve job performance.

Situational leadership

A leadership approach where the leader changes their style based on the employee's ability and willingness.

Rational Model

A decision-making model where you collect all information and choose the best solution after careful analysis.

Bounded Rationality

A decision-making model where managers use limited information and time to choose a solution that is good enough.

Intuition

A quick decision-making process based on experience and feelings without careful analysis.

Utilitarianism

An ethical approach that means making decisions that give the greatest benefit to the largest number of people.

Right approach

An ethical approach that involves respecting people's right and freedom when making a decision.

Justice approach

An ethical approach that involves treating everyone fairly and equally when making a decision.