Untitled Flashcards Set

chapter 6: Organizational Culture 

1. Organizational Culture 

• Artifacts – Visible or tangible aspects of culture (e.g., dress code, office layout, logos). 

• Values – Shared beliefs or principles that guide behavior. 

• Assumptions – Deeply ingrained beliefs that are taken for granted. 

2. Structuration Theory 

• Organizations are created and maintained through communication, roles, and rules. 

• Roles – Expected behaviors in an organization. 

• Rules – Guidelines that shape interactions and decision-making. 

3. Norms (Types) 

• Pivotal Norms – Essential for organizational survival (e.g., honesty, safety rules). 

• Relevant Norms – Important but not essential (e.g., dress code). 

• Peripheral Norms – Less enforced but still observed (e.g., social customs). 

• Communication Norms – How employees interact (e.g., formal emails vs. casual chats). 

• Norm Development – Formed through interactions and leadership. 

• Conformity – The degree to which members follow norms. 

4. Approaches to Culture 

• Integrated – One clear, shared culture. 

• Differentiated – Subcultures exist within the organization. 

• Fragmented – Culture is inconsistent or ambiguous. 

5. External Influences on Culture 

• Industry trends, economy, laws, technology, and competition. 

6. Studying Culture 

• Narratives (Stories) – How people describe their experiences. 

• Rituals – Repeated practices (e.g., meetings, celebrations). 

• Metaphors – Comparisons used to describe the organization. 

• Reflective Comments – Employees’ thoughts on culture. 

• Ethnography – Observing and analyzing culture in detail. 

Chapter 7: Workplace Communication 

1. Supervisor-Subordinate Communication 

• Upward Distortion – Employees sugarcoat messages to superiors. 

• Upward Influence – How employees persuade higher-ups. 

2. Leader-Member Exchange Theory (LMX) 

• In-group – Employees with closer relationships to leaders, get more opportunities. 

• Out-group – Less favored employees, fewer privileges. 

3. Peer Social Support 

• Instrumental – Practical help (e.g., covering a shift). 

• Informational – Advice or sharing knowledge. 

• Emotional – Providing encouragement or empathy. 

4. Types of Peers 

• Information Peers (work-related), Collegial Peers (work + friendship), Special Peers (best friends at work). 

5. Workplace Friendships 

• Build trust and cooperation but can blur professional boundaries. 

6. Workplace Romances 

• Positives: Increased job satisfaction, motivation. 

• Negatives: Conflicts, favoritism, policy violations. 

7. Mentoring 

• Functions: Career guidance, emotional support, role modeling. 

• Outcomes: Career growth, skill development, networking. 

8. Emotion Management 

• Surface Acting – Faking emotions to meet expectations. 

• Deep Acting – Actually feeling the expected emotions. 

9. Emotional Intelligence 

• Recognizing, managing, and influencing emotions in oneself and others. 

Chapter 8: Leadership & Management 

1. Managerial Leadership Traits 

• Traits that make an effective leader (e.g., confidence, adaptability, integrity). 

2. Models of Management Styles 

• Autocratic – Leader makes decisions alone. 

• Democratic – Group participation in decisions. 

• Laissez-faire – Minimal supervision. 

3. Blake & Mouton Leadership Grid 

• Impoverished (low concern for people & tasks). 

• Country Club (high people, low task). 

• Task-Oriented (low people, high task). 

• Middle-of-the-Road (moderate people & task). 

• Team Leader (high people, high task – best style). 

4. Contingency Model of Managerial Leading 

• Leadership style depends on the situation. 

• Path-Goal Model: Leaders clarify the path for employees to achieve goals. 

5. Roles of Managers 

• Ambassador – Represents the team to outsiders. 

• Task Coordinator – Manages workflow and coordination. 

• Scout – Gathers external information. 

• Guard – Controls information flow. 

6. Dialectical Theory 

• Leadership involves balancing opposing tensions (e.g., flexibility vs. control). 

7. Leadership Styles 

• Charismatic – Inspires followers with personality. 

• Visionary – Sets a clear, long-term vision. 

• Transformational – Motivates employees to exceed expectations. 

• Institutional – Maintains organizational traditions. 

8. Framing Theory 

• Leaders shape meaning through communication. 

9. Dark Side of Leadership 

• Toxic Leadership: Abusive, unethical behavior. 

• Narcissistic Leadership: Self-centered decision-making. 

Chapter 9: Decision-Making & Group Processes 

1. Prescriptive vs. Descriptive Models of Decision-Making 

• Prescriptive: Ideal step-by-step process. 

• Descriptive: How decisions are actually made (often less structured). 

2. Groupthink 

• Antecedents: High cohesion, isolation, pressure. 

• Symptoms: Illusion of invulnerability, pressure to conform, self-censorship. 

• Outcomes: Poor decision-making, lack of alternatives. 

• Prevention: Encourage diverse opinions, appoint a devil’s advocate. 

3. Decision-Making Models 

• Spiral Model: Repeated cycles of discussion and revision. 

• Multiple Sequence Model: Different paths to decision-making. 

4. Other Decision-Making Concepts 

• Satisficing: Choosing a "good enough" option instead of the best. 

• Garbage Can Model: Decisions made randomly based on timing and available information. 

• Retrospective Rationality: Justifying a decision after it’s made. 

5. High-Reliability Organizations (HRO) Theory 

• Organizations that operate in high-risk environments (e.g., hospitals, aviation) must maintain strict processes to prevent failure.