ORGA Chapters 8-14

Coercive power

Power that is based on fear.

Dependence

B's relationship to A when A possesses something that B requires.

Expert power

Influence based on special skills or knowledge.

Impression management

The process by which individuals attempt to control the impression others form of them.

Legitimate power

Power that a person receives as a result of his or her position in the formal hierarchy of an organization.

Political behaviour

Those activities that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization.

Political skill

The ability to influence others in such a way as to enhance one's objectives.

Power

A capacity that A has to influence the behaviour of B so that B acts in accordance with A's wishes.

Referent power

Influence based on possession by an individual of desirable resources or personal traits.

Reward power

Power that achieves compliance based on the ability to distribute rewards that others view as valuable.

Sexual harassment

Unwelcome behaviour of a sexual nature in the workplace that negatively affects the work environment or leads to adverse job-related consequences for the employee.

Arbitrator

A third party to a negotiation who has the authority to dictate an agreement.

Bargaining zone

The zone between each party’s resistance point, assuming there is overlap in this range.

BATNA

The best alternative to a negotiated agreement; the outcome an individual faces if negotiations fail.

Conciliator

A trusted third party who provides an informal communication link between the negotiator and the opponent.

Conflict

A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.

Distributive bargaining

Negotiation that seeks to divide up a fixed amount of resources; a win-lose solution.

Dyadic conflict

Conflict that occurs between two people.

Dysfunctional conflict

Conflict that hinders group performance.

Fixed Pie

The belief that there is only a set amount of goods or services to be divided up between the parties.

Functional conflict

Conflict that supports the goals of the group and improves its performance.

Integrative bargaining

Negotiation that seeks one or more settlements that can create a win-win solution.

Intergroup conflict

Conflict between different groups or teams.

Intragroup conflict

Conflict that occurs within a group or team.

Mediator

A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives.

Negotiation

A process in which two or more parties exchange goods or services and try to agree upon the exchange rate for them.

Process conflict

Conflict over how work gets done.

Relationship conflict

Conflict based on interpersonal relationships.

Task conflict

Conflict over content and goals of the work.

Artifacts

Aspects of an organization’s culture that you see, hear, and feel.

Assumptions

The taken-for-granted notions of how something should be.

Beliefs

The understandings of how objects and ideas relate to each other.

Core Values

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

Dominant Culture

A system of shared meaning that expresses the core values shared by a majority of the organization’s members.

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.

Ethical Work Climate (EWC)

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

Material Symbols

What conveys to employees who is important, the degree of egalitarianism top management desires, and the kinds of behaviour that are appropriate.

Metamorphosis Stage

The stage in the socialization process in which a new employee adjusts to the values and norms of the job, work group, and organization.

Organizational Climate

The shared perceptions organizational members have about their organization and work environment.

Organizational Culture

A system of shared meaning held by members that distinguishes the organization from other organizations.

Positive Organizational Culture

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

Prearrival Stage

The period of learning in the socialization process that occurs before a new employee joins the organization.

Rituals

Repetitive sequences of activities that express and reinforce the key values of the organization, what goals are most important, which people are important, and which ones are expendable.

Socialization

The process that adapts new employees to the organization’s culture.

Strong Culture

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

Subcultures

Mini-cultures within an organization, typically defined by department designations and geographical separation.

Values

The stable, long-lasting beliefs about what is important.

Action research

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

Appreciative inquiry (AI)

An approach to change that seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance.

Change agents

People who act as catalysts and assume the responsibility for managing change activities.

Distinctive competencies

What an organization delivers better than its competition.

Double-loop learning

Errors are corrected by modifying the organization's objectives, policies, and standard routines.

Driving forces

Forces that direct behaviour away from the status quo.

First-order change

Change that is incremental and straightforward.

Idea champions

Individuals who actively and enthusiastically promote an idea, build support for it, overcome resistance to it, and ensure that the idea is implemented.

Innovation

A new idea applied to initiating or improving a product, process, or service.

Learning organization

An organization that has developed the continuous capacity to adapt and change.

Moving

Efforts to get employees involved in the change process.

Refreezing

Stabilizing a change intervention by balancing driving and restraining forces.

Restraining forces

Forces that hinder movement away from the status quo.

Second-order change

Change that is multidimensional, multilevel, discontinuous, and radical.

Single-loop learning

Errors are corrected using past routines and present policies.

Unfreezing

Change efforts to overcome the pressures of both individual resistance and group conformity.

Authentic leaders

Leaders who know who they are, know what they believe in and value, and act on these values and beliefs openly and candidly.

Behavioural theories of leadership

Theories that propose that specific behaviours differentiate leaders from nonleaders.

Charismatic leadership theory

A leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviours.

Consideration

The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for employees' ideas, and regard for their feelings.

Employee-oriented leader

A leader who emphasizes interpersonal relations.

Fiedler contingency model

A leadership theory that proposes that effective group performance depends on the proper match between the leader's style and the degree to which the situation gives the leader control.

Identification-based trust

Trust based on a mutual understanding of each other's intentions and appreciation of each other's wants and desires.

Initiating structure

The extent to which a leader is likely to define and structure his or her role and the roles of employees in order to attain goals.

Leadership

The ability to influence a group toward the achievement of a vision or set of goals.

Level 5 leaders

Leaders who are fiercely ambitious and driven, but their ambition is directed toward their company rather than themselves.

Mentor

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

Path-goal theory

A leadership theory that says it's the leader's job to assist followers in attaining their goals.

Production-oriented leader

A leader who emphasizes technical or task aspects of the job.

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.

Situational Leadership (SL)

A leadership theory that focuses on the readiness of followers.

Socialized charismatic leadership

A leadership that conveys values that are other-centred vs. self-centred and models ethical conduct.

Trait theories of leadership

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

Transactional leaders

Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.

Transformational leaders

Leaders who inspire followers to transcend their own self-interests and who have a profound effect on followers.

Vision

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

Vision statement

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

Instrumental

“What's in it for me?" — self-interest driven

Caring

"What's best for everyone?" — stakeholder focused

Independence

"What do I personally believe is right?" — personal morals

Law and Code

"What does the external code say?" — professional standards

Rules

"What do our internal policies say?" — organizational procedures