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eam building
high interaction among team members to increase trust and openness
task complexity
reflects how complicated the information and actions involved in a task are, as well as
how much the task changes
self-directed teams
teams that determine their own objectives and the methods by which to achieve them
Team decision making
The process of resolving problems and issues by assigning several people with different
backgrounds to a group
informal group
A group that is neither formally structured nor organizationally determined; such a group
appears in response to the need for social contact.
Communication Process
a source trying to reach a receiver with a message
media richness
indicates how well a particular medium conveys information and promotes learning
Listening
paying close attention to, and making sense of, what we hear
Organizational design
The process by which managers make specific organizing choices that result in a
particular kind of organizational structure.
Power
the ability of one person to get another person to act in accordance with the first
person's intentions
referent power
power that comes from subordinates' and coworkers' respect, admiration, and loyalty
Substitutability
the degree to which people have alternatives in accessing resources
Centralization
Degree to which decision-making authority is restricted to higher levels of management
in an organization.
expert power
influence based on special skills or knowledge
conflict management
the use of resolution and stimulation techniques to achieve the desired level of conflict
value system
a hierarchy based on a ranking of an individual's values in terms of their intensity
Differentiation
actually differentiating the market offering to create superior customer value
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Leadership
the use of power and influence to direct the activities of followers toward goal
achievement
transformational leaders
leaders who inspire followers to focus on common, long-term goals
servant leadership
focuses on providing increased service to others—meeting the goals of both followers
and the organization—rather than to oneself.
Fiedler's contingency model
a leadership model stating that leader effectiveness depends on whether the person's
natural leadership style is appropriately matched to the situation (the level of situational
control)
organizational structure
the vertical and horizontal configuration of departments, authority, and jobs within a
company
span of control
the optimal number of subordinates a manager supervises or should supervise
Departmentalization
subdividing work and workers into separate organizational units responsible for
completing particular tasks
organizational culture
the set of values, ideas, attitudes, and norms of behavior that is learned and shared
among the members of an organization
Values
the ideas, beliefs, and attitudes about what is important that help guide the way you live
Culture Strength
The degree to which employees agree about how things should happen within the
organization and behave accordingly
role perception
an individual's view of how he or she is supposed to act in a given situation
psychological contract
an unwritten agreement that sets out what management expects from an employee and
vice versa
Force Field Analysis
A technique for determining which forces drive a proposed change and which forces
restrain it.
change
to make or become different
Restraining forces
forces that hinder movement from the existing equilibrium
