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| the exercise of influence by one member of a group or organization over other member to help the group or organization achieve its goal |
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| an individual able to influence group or organization member to help the group or organization achieve its goals. |
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| A member of organization who is given authority by the organization to influence other organizational members to achieve organizational goals |
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| an organizational member with no formal authority to influence others who nevertheless is able to exert considerable influence because of special skill or talent. |
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| Two of the earliest perspective o leadership are |
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the leader trait approach
the leader behavior approach |
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| behavior indicating the a leader trusts, respects, and values good relationships with his or her followers |
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| behavior that a leader engages in to make sure that works gets done and subordination perform their jobs acceptably |
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| a leaders positive reinforcement of subordination desirable behavior |
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| a leader negative response to subordinate undesired behavior |
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trait approach
behavior approach |
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| Contingency theory of leadership |
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| the theory that leader effectiveness is determined by both the personal characteristic of leaders and by the situations in which leaders find themselves. |
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| Least Preferred co-employee scale |
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Definition
| a questionnaire that measures leader style by scoring leaders responses to questions about the co-employee with whom they have the most difficult working |
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| Leader-member relationship |
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| the relationships between a leader and his or her followers |
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| the extent to which the work to be performed by a group is clearly defined |
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| the amount of formal authority a leader has |
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relationship oriented
task oriented |
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| a theory that describe how leaders can motivate their followers to achieve group and organizational goals and the kinds of behaviors leaders can engage in to motivate followers |
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| A model that describe the different ways in which leaders can make decision and guides leaders in determining the extent to which subordinates should participate in decision making |
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| leader-member exchange theory |
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| a theory that describes the different kinds of relationships that may develop between a leader and the follower give to and receive back from the relationship |
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| something that acts in the place of a formal leader and makes leadership unnescessary |
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| something that prevents a leader from having any influence and negates a leader's efforts |
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| Transformational leadership |
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Definition
| leadership that inspired the followers to trust the leader, perform behaviors that contribute to the achievement of organization goals, and perform at high levels |
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| a self-confident, enthusiastic leader able to win followers respect and support for his or her vision of how good things could be. |
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| Developmental consideration |
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| behavior by a leader that is supportive and encouraging toward followers and gives them opportunities to develop and grow on the job, such as by acquiring new skills and capabilities. |
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| leadership that motivates followers by exchanging reward for high performance and noticing and reprimanding subordinates for mistakes and substance performance |
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| the willingness of one person or group to have faith or confidence in the goodwill of another person, even though this puts them at risk. |
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| the ability of one person or group to cause another person or group to do something they otherwise might hot have done |
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| activities in which managers engage to increase their power and to pursue goals that favor their individual and group interests |
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| political decision making |
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| decision making characterized by active disagreement over which organizational goals to pursue and how to pursue them |
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| a group of managers who have similar interests and join forces to achieve their goals |
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| power that originates from a person's position in organization |
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| the power to control and use organization resources to accomplish organizational goals |
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| the power to give pay raises, promotion, praise, interesting projects, and other rewards to subordinates |
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| the power to give or withhold punishment |
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| the power that stems from access to and control over information |
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| informal individual power |
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| power that stems from personal characteristic such as personality, skills and capabilities |
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| informal power that stems from superior ability or expertise |
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| informal power that stems from being liked, admired and respected |
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| the struggle that raises when the goal-directed behavior of one person or group blocks the goal directed behavior of another person or group |
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| A process in which group with conflicting interests meet together to make offers, counteroffers, and concessions to each other in an effort to resolve their differences |
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| An outsider skilled in handling bargaining and negotiation |
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| A neutral third party who tries to help parties in conflict reconcile their deferences |
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| A third party who has the authority to impose a solution to a dispute |
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| The sharing of information between two or more individual or groups to reach a common understanding |
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| the set of pathways through which information flows within a group or organiaztion |
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| The individual, group or organization that need or wants to share information with some other individual, group or organization |
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| The individual, group or organization for which information is intentded |
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| the information that a sender needs or wants to share with other people |
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| Translating a massage into symbols or language that receiver can understand |
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| Specialized terminology or language that members of a group develop to aid communication among themselves |
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| The pathway through which an encoding massage is transmitted to a receiver |
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| The sharing of information by means of words, either spoken or written |
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| the sharing of information by means of facial expressions, body language, and mode of dress. |
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| interpreting or trying to make sense of sender's message |
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| anything that interferes with the communication process |
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| A sender's withholding part of a message because the sender thinks the receiver does not need or will not want to receive the information |
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| The change in meaning that occurs when a message travels through a series of different senders to a receiver |
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| Unofficial information on topics that are important or interesting to an organization's members |
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| A set of informal communication pathways through which unofficial information flows |
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| A person's characteristic way of speaking |
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| The amount of information a medium of communication can carry and the extent to which it enables senders and receivers to reach a common understanding |
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| a companywide computer network |
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| the attempt by one person or group to transmit and share information with another person or group to get them to accept, agree with, follow, and seek to achieve the former's goals and objectives |
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| A person willing to stand up and question the beliefs of more powerful people, resist influence attempts and convince others that a planned course of action is flawed |
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| The set of sharing values , beliefs and norms that influence the way employees think, feel and behave toward each other and toward people outside the organization |
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| General criteria, standard, or guiding principle that people use to determined which types of behaviors, events, situation and outcomes are desirable or undesirable |
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| A desired end of state or outcome that people seek to achieve |
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| A desired mode or type of behavior that people seek to follow |
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| The moral values, beliefs, and rules that established the appropriated way for an organization and its members to deal with each other and with people outside the organization |
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| when and employee decides to inform an outside person or agency about illegal or unethical managerial behavior |
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| Hofstede's Model of national culture |
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| it argues that difference in the value and norms of different countries are capture by five dimension of culture |
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| Five dimension of Hofstede's model of national culture are |
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Definition
individualism vs collectivism
power distance
achievement vs nurturing orientation
uncertainty avoidance
long vs short term orientation |
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| is also the product of the values and norms its citizens use to guide and control their behavior |
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| the tendency of an organization to maintain the status quo |
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| the theory that organizational change occurs when forces for change strengthen, resistance to change lessens or both occur simultaneously |
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| change that is gradual, incremental and narrowly focused |
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| Sociotechnical systems theory |
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| ideas about how organizations should choose specific kinds of control systems that match the technical nature of the work process |
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| an ongoing and constant efforts by the all of an organization's function to find new ways to improve the quality of the organization's goods and services |
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| Any activities that is vital to the quick delivery of good and services to customers or that promotes high quality or low cost |
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| An experts manager appointed to head a new product team and lead a new product from its beginning to commercialization |
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| A strategy for generation and acquiring knowledge that manager can use to define an organization's desired future state and to plans a change program that allows the organization to reach that state |
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| an outside consultant who is an expert in managing change |
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| A manager from with an organization who is knowledgeable about the situation to be changes |
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| Change implemented by managers at a high level in the organization |
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| change implemented by employees at low levels in the organization and gradually rises until it is felt throughout the organization |
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| Group of employees who meet regularly to discuss the way work is performed in order to find new ways to increase performance |
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| Organizational Development (OD) |
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| A series of techniques and methods that managers can use in their action research program to increase the adaptability of their organization |
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| An OD techniques that consist of intense counseling in which group members, aided by the facilitators, learn how others perceived them and may learn how to deal more sensitively with others |
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| An OD techniques in which a facilitators works closely with a manager on the job to help the manger improve his or her interaction with other group members |
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| An OD techniques in which a facilitator first observes the interactions of a group members and then helps them become aware of ways to improve their work interactions |
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| An OD techniques that uses team building to improve the work interaction of different functions or divisions |
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| An OD techniques in which a facilitators helps two interdependent group explore their perception and relations in order to improve their work interactions |
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| Organizational Confrontation Meeting |
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| An OD techniques that brings together all of the managers of an organization to confront the issue of whether the organization is effectively meeting its goals. |
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| what are the way manager can use to reduce resistance to change? |
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Definition
education and communication
participation and empowering
facilitation
bargaining and negotiating
manipulation
coercion |
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