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. Their followers could consider them to be ethical people.
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 and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.
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 transcend their own self-interests and who are capable of having a profound and extraordinary 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.