MGMT300 final shit

Personality: the structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior

Traits: recurring regularities or trends in people’s responses to their environment

Cultural values: shared beliefs about desirable end states or modes of conduct in a given culture

Conscientiousness: dependable, organized, reliable, ambitious, hardworking, and persevering

Agreeableness: warm, kind, cooperative, sympathetic, helpful, and courteous

Neuroticism: nervous, moody, emotional, insecure, and jealous

Openness to experience: curious, imaginative, creative, complex, refined, and sophisticated

Extraversion: talkative, sociable, passionate, assertive, bold, and dominant

Accomplishment striving: a strong desire to accomplish task-related goals as a means of expressing personality.

Communion striving: a strong desire to obtain acceptance in personal relationships as a means of expressing personality.

Zero acquaintance: situations in which two people have only just met.

Status striving: a strong desire to obtain power and influence within a social structure as a means of expressing personality

Positive affectivity: a dispositional tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and elation

Negative affectivity: a dispositional tendency to experience unpleasant moods such as hostility, nervousness, and annoyance

Differential exposure: neurotic people are more likely to appraise day-to-day situations as stressful

Differential reactivity: neurotic people are less likely to believe they can cope with the stressors that they experience

Locus of control: whether people attribute the causes of events to themselves or to the external environment.

Myers-briggs type indicator: evaluates individuals on the basis of four types of preferences

Interests: expressions of personality that influence behavior through preferences for certain environments and activities.

RIASEC: suggests that interests can be summarized by six different personality types:

Realistic: Enjoys practical, hands-on, real-world tasks. Tends to be frank, practical, determined, and rugged.

Investigative: Enjoys abstract, analytical, theory-oriented tasks. Tends to be analytical, intellectual, reserved, and scholarly.

Artistic: Enjoys entertaining and fascinating others using imagination. Tends to be original, independent, impulsive, and creative.

Social: Enjoys helping, serving, or assisting others. Tends to be helpful, inspiring, informative, and empathic.

Enterprising: Enjoys persuading, leading, or outperforming others. Tends to be energetic, sociable, ambitious, and risk-taking.

Conventional: Enjoys organizing, counting, or regulating people or things. Tends to be careful, conservative, self-controlled, and structured.

Culture: the shared values, beliefs, motives, identities, and interpretations that result from common experiences of members of a society and are transmitted across generations

Project GLOBE: Global Leadership and Organizational Behavior Effectiveness

Ethnocentrism: propensity to view one’s own cultural values as “right” and those of other cultures as “wrong.”

Typical performance:  reflects performance in the routine conditions that surround daily job tasks.

Maximum performance: reflects performance in brief, special circumstances that demand a person’s best effort.

Situational strength: “strong situations” have clear behavioral expectations, incentives, or instructions that make differences between individuals less important, whereas “weak situations” lack those cues

Trait activation: some situations provide cues that trigger the expression of a given trait

Integrity tests: personality tests that focus specifically on a predisposition to engage in theft and other counterproductive behaviors

Clear purpose tests: ask applicants about their attitudes toward dishonesty, beliefs about the frequency of dishonesty, endorsements of common rationalizations for dishonesty, desire to punish dishonesty, and confessions of past dishonesty

Veiled purpose tests: do not reference dishonesty explicitly but instead assess more general personality traits that are associated with dishonest acts

Faking: exaggerating your responses to a personality test in a socially desirable fashion

Team process:  the different types of communication, activities, and interactions that occur within teams that contribute to their ultimate end goals

Process gain: Getting more from the team than you would expect according to the capabilities of its individual members

Process loss: getting less from the team than you would expect based on the capabilities of its individual members

Coordination loss: it consumes time and energy that could otherwise be devoted to task activity.

Production blocking: occurs when members have to wait on one another before they can do their part of the team task.

Motivational loss: the loss in team productivity that occurs when team members don’t work as hard as they could

Social loafing: members exert less effort when working on team tasks than they would if they worked alone on those same tasks.

Taskwork processes: the activities of team members that relate directly to the accomplishment of team tasks

Brainstorming: face-to-face meeting of team members in which each offers as many ideas as possible about some focal problem or issue

Nominal group technique: One offshoot of brainstorming that addresses some of its limitations

Decision informity: reflects whether members possess adequate information about their own task responsibilities

Staff validity: the degree to which members make good recommendations to the leader

Hierarchical sensitivity: the degree to which the leader effectively weighs the recommendations of the members

Boundary spanning: three types of activities with individuals and groups other than those who are considered part of the team

Ambassador activities: communications that are intended to protect the team, persuade others to support the team, or obtain important resources for the team

Task coordinator activities: communications that are intended to coordinate task-related issues with people or groups in other functional areas

Scout activities: things team members do to obtain information about technology, competitors, or the broader marketplace

Teamwork processes: the interpersonal activities that facilitate the accomplishment of the team’s work, but do not directly involve task accomplishment itself

Transition processes: teamwork activities that focus on preparation for future work

Action processes: monitoring progress toward goals, systems monitoring, helping behavior, coordination

Interpersonal processes: motivating and confidence building, affect management, conflict management

Relationship conflict: disagreements among team members in terms of interpersonal relationships or incompatibilities with respect to personal values or preferences.

Task conflict: disagreements among members about the team’s task

Communication: the process by which information and meaning get transferred from a sender to a receiver.

Information richness: the amount and depth of information that gets transmitted in a message

Network structure: the pattern of communication that occurs regularly among each member of the team

Team states: specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together.

Cohesion: members of teams can develop strong emotional bonds to other members of their team and to the team itself

Groupthink: The drive toward conformity at the expense of other team priorities and is associated with feelings of overconfidence about the team’s capabilities

Potency: the degree to which members believe that the team can be effective across a variety of situations and tasks

Mental models: the level of common understanding among team members with regard to important aspects of the team and its task

Transactive memory: how specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team.

Cross-training: team members can develop shared mental models of what’s involved in each of the roles in the team and how the roles fit together to form a system

Personal clarification: members simply receive information regarding the roles of the other team members

Positional modeling: involves team members observing how other members perform their roles

Positional rotation: the type of training gives members actual experience carrying out the responsibilities of their teammates

Team process training: occurs in the context of a team experience, and is intended to facilitate the team being able to function and perform more effectively as an intact unit

Action learning: a team is given a real problem that’s relevant to the organization and then held accountable for analyzing the problem, developing an action plan, and finally carrying out the action plan

Team building: training normally is conducted by a consultant and intended to facilitate the development of team processes related to goal setting, interpersonal relations, problem solving, and role clarification

Leadership:  the use of power and influence to direct the activities of followers toward goal achievement

Leader-member exchange theory: describes how leader–member exchange (LMX) relationships develop over time on a dyadic basis, can explain why those differences exist

Role taking phase: where a manager describes role expectations to an employee and the employee attempts to fulfill those expectations with their job behaviors

Role making phase: where employee’s own expectations for the dyad get mixed in with those of the leader

Leader effectiveness: the degree to which the leader’s actions result in the achievement of the unit’s goals, the continued commitment of the unit’s employees, and the development of mutual trust, respect, and obligation in leader–member dyads

Leader emergence: who becomes a leader in the first place

Autocratic style: leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit

Consultative style: leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision themself

Facilitative style: leader presents the problem to a group of employees and seeks consensus on a solution, making sure that their own opinion receives no more weight than anyone else’s

Delegative style: leader gives an individual employee or a group of employees the responsibility for making the decision within some set of specified boundary conditions

Time-driven model of leadership: suggests that the focus should shift away from autocratic, consultative, facilitative, and delegative leaders to autocratic, consultative, facilitative, and delegative situations

Initiating structure: the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment

Consideration: the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings.

Life cycle theory of leadership: argues that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit

Readiness: the degree to which employees have the ability and the willingness to accomplish their specific tasks

Telling: high initiating structure and low consideration

Selling: high initiating structure and high consideration

Participating: low initiating structure and high consideration

Delegating: low initiating structure and low consideration

transformational leadership: inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives

Laissez-faire leadership: avoidance of leadership altogether

Transactional leadership: occurs when the leader rewards or disciplines the follower depending on the adequacy of the follower’s performance

Passive management by exception: the leader waits around for mistakes and errors, then takes corrective action as necessary

Active management by exception: the leader arranges to monitor mistakes and errors actively and again takes corrective action when required

Contingent reward: a more active and effective brand of transactional leadership, in which the leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance.

Idealized influence: behaving in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader

Inspirational motivation: behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future

Intellectual stimulation: behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways

Individualized consideration: behaving in ways that help followers achieve their potential through coaching, development, and mentoring

Substitutes for leadership model: certain characteristics of the situation can constrain the influence of the leader, making it more difficult for the leader to influence employee performance

Substitutes: reduce the importance of the leader while simultaneously providing a direct benefit to employee performance

Neutralizers: only reduce the importance of the leader; they themselves have no beneficial impact on performance

Organizational culture: the shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees.

Observable artifacts: the manifestations of an organization’s culture that employees can easily see or talk about.

Symbols: can be found throughout an organization, from its corporate logo to the images it places on its website to the uniforms its employees wear

Language: the jargon, slang, and slogans used within the walls of an organization

Stories: anecdotes, accounts, legends, and myths that are passed down from cohort to cohort within an organization

Rituals: the daily or weekly planned routines that occur in an organization

Ceremonies: formal events, generally performed in front of an audience of organizational members

espoused values: the beliefs, philosophies, and norms that a company explicitly states.

Basic underlying assumptions: the taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation

Fragmented culture: employees are distant and disconnected from one another.

Mercenary culture: Organizations that have cultures in which employees think alike but aren’t friendly to one another

Networked culture: Cultures in which all employees are friendly to one another, but everyone thinks differently and does their own thing

Communal culture: Organizations with friendly employees who all think alike

Culture strength: when employees definitively agree about the way things are supposed to happen within the organization (high consensus) and when their subsequent behaviors are consistent with those expectations (high intensity)

Subcultures: cultures that unite a smaller subset of the organization’s employees

Countercultures: when subcultures don’t match those of the larger organization

ASA framework: potential employees will be attracted to organizations whose cultures match their own personality, meaning that some potential job applicants won’t apply due to a perceived lack of fit

Socialization: the primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization’s culture

Anticipatory stage: the moment a potential employee hears the name of the organization

Encounter stage: the day an employee starts work

Reality shock: when the two sets of information don’t quite match

Understanding and adaptation: newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization

Person-organization fit: the degree to which a person’s personality and values match the culture of an organization

Realistic job previews: occur during the anticipatory stage of socialization during the recruitment process. They involve making sure a potential employee has an accurate picture of what working for an organization is going to be like by highlighting both the positive and the negative aspects of the job

Mentoring: a process by which a junior-level employee (protégé) develops a deep and long-lasting relationship with a more senior-level employee (mentor) within the organization.