REVIEW OF PART-II
Organizational Behavior| REVIEW OF PART-II | |
| Group | Two or more freely interacting people with shared norms and goals and a |
| common identity | |
| Formal group | Formed by the organization |
| Informal group | Formed by friends or those with common interests. |
| Group Cohesiveness | A “we feeling” binding group members together |
| Roles | Expected behaviors for a given position. |
| Role overload | Others’ expectations exceed one’s ability |
| Role conflict | Others have conflicting or inconsistent expectations |
| Role ambiguity | Others’ expectations are unknown |
| Norm | Shared attitudes, opinions, feelings, or actions that guide social behavior |
| Task roles | Task-oriented group behavior. |
| Maintenance roles | Relationship-building group behavior |
| Groupthink | Janis’s term for a cohesive in-group’s unwillingness to realistically view |
| alternatives | |
| Social loafing | Decrease in individual effort as group size increases. |
| Team | Small group with complementary skills who hold themselves mutually |
| accountable for common purpose, goals, and approach | |
| Team viability | Team members satisfied and willing to contribute |
| Trust | Reciprocal faith in others’ intentions and behavior |
| Propensity to trust | A personality trait involving one’s general willingness to trust others |
| Cohesiveness | A sense of “wane” helps group stick together. |
| Socio-emotional | |
| cohesiveness | Sense of togetherness based on emotional satisfaction. |
| Instrumental | |
| cohesiveness | Sense of togetherness based on mutual dependency needed to get the job done |
| Quality circles | Small groups of volunteers who strive to solve quality-related problems. |
| Virtual team | Information technology allows group members in different locations to conduct |
| business. |
Self-managed teams Groups of employees granted administrative oversight for their work. Cross-functionalism Team made up of technical specialists from different areas. Team building Experiential learning aimed at better internal functioning of groups. Self-management
leadership Process of leading others to lead themselves. Communication Interpersonal exchange of information and understanding Perceptual model of communication Process in which receivers create their own meaning. Noise Interference with the transmission and understanding of a message Communication competence Ability to effectively use communication behaviors in a given context. Assertive style Expressive and self enhancing, but does not take advantage of others. Aggressive style Expressive and self enhancing, but takes unfair advantage of others. Nonassertive style Timid and self denying behavior. Nonverbalcommunication Messages sent outside of the written or spoken word. Listening Actively decoding and interpreting verbal messages. Linguistic style A person’s typical speaking pattern. Gender-flex Temporarily using communication behaviors typical of the other gender. Formal communication channels Follow the chain or command or organizational structure. Informal communication channels Do not follow the chain of command or organizational structure.
Liaison individuals Those who consistently pass along grapevine information to others Organizational moles Those who use the grapevine to enhance their power and status Information richness Information-carrying capacity of data
Purposeful communication distortion Purposely modifying the content of a message. Internet A global network of computer networks
| Intranet | An organization’s private Internet. |
| Extranet | Connects internal employees with selected customers, suppliers, and strategic |
| partners | |
| Electronic mail | Uses the Internet/intranet to send computer-generated text and documents. |
| Group support | |
| systems | Using computer software and hardware to help people work better together. |
| Telecommuting | Doing work that is generally performed in the office away from the office using |
| different information technologies | |
| Leadership | Process whereby an individual influences others to achieve a common goal. |
| Leader trait | Personal characteristics that differentiate leaders from followers |
| Consideration | Creating mutual respect and trust with followers. |
| Initiating structure | Organizing and defining what group members should be doing. |
| Situational theories | Propose that leader styles should match the situation at hand. |
| Leader-member | |
| relations | Extent that leader has the support, loyalty, and trust of work group. |
| Task structure | Amount of structure contained within work tasks. |
| Position power | Degree to which leader has formal power |
| Contingency factors | Variables that influence the appropriateness of a leadership style. |
| Transactional | |
| leadership | Focuses on clarifying employees’ roles and providing rewards contingent on |
| performance | |
| Transformational | |
| leadership | Transforms employees to pursue organizational goals over self-interests. |
| Shared leadership | Simultaneous, ongoing, mutual influence process in which people share |
| responsibility for leading | |
| Social power | Ability to get things done with human, informational, and material resources |
| Socialized power | Directed at helping others |
| Personalized power | Directed at helping oneself |
| Reward power | Obtaining compliance with promised or actual rewards |
| Coercive power | Obtaining compliance through threatened or actual punishment |
| Legitimate power | Obtaining compliance through formal authority |
| Expert power | Obtaining compliance through one’s knowledge or information |
Referent power Obtaining compliance through charisma or personal attraction
Empowerment Sharing varying degrees of power with lower-level employees to tap their full potential
Participative management Involving employees in various forms of decision making Delegation Granting decision making authority to people at lower levels
Personal initiative Going beyond formal job requirements and being an active self-starter Organizational politics Intentional enhancement of self-interest
Coalition Temporary groupings of people who actively pursue a single issue
Impression management Getting others to see us in a certain manner Conflict One party perceives its interests are being opposed or set back by another party Functional conflict Serves organization’s interests Dysfunctional
conflict Threatens organization’s interests Personality conflict Interpersonal opposition driven by personal dislike or disagreement Programmed conflict Encourages different opinions without protecting management’s personal
feelings Devil’s advocacy Assigning someone the role of critic Dialectic method Fostering a debate of opposing viewpoints to better understand an issue Conflict triangle Conflicting parties involve a third person rather than dealing directly with each
other. Negotiation Give-and-take process between conflicting interdependent parties
Recent Comments