I/O Vocab Exam 4

Trust

Belief in how a person or an organization will act on some future occasion.

Organizational Justice

Type of justice that is composed of organizational procedures, outcomes, and interpersonal interactions.

Distributive Justice

Perceived fairness of the allocation of outcomes or rewards to organizational members.

Merit or Equity Norm

Definition of fairness based on the view that those who work hardest or produce the most should get the greatest rewards; most common foundation for defining fairness in the United States.

Need Norm

Definition of fairness based on the view that people should receive rewards in proportion to their needs.

Equality Norm

Definition of fairness based on the view that people should receive approximately equal rewards.

Procedural Justice

Perceived fairness of the process (or procedure) by which ratings are assigned or rewards are distributed.

Voice

Having the possibility of challenging, influencing, or expressing an objection to a process or outcome.

Interactional Justice

Concerned with the sensitivity with which employees are treated and linked to the extent that an employee feels respected by the employer.

Deontic Justice

A form of organizational justice based on what is the correct moral course of action for a company or for an individual.

Rational Economic Model

Accounts for the way people choose jobs in which the individual is viewed as an accountant who sums potential economic losses and gains in making the best choice

Rational Psychological Model

Accounts for the way people choose jobs that infer a bookkeeper mentality on the part of the applicant, but also includes calculations that depend on psychological factors.

Rational Fit Model

Accounts for the way people choose jobs by examining the match between personality and values of the individual and the organization/

Affirmative Action

Program that acknowledges that particular demographic groups may be underrepresented in the work environment; provides specific mechanisms for reducing this underrepresentation.

Diversity

Differences in demographic characteristics; also includes differences in values, abilities, interests, and experiences.

Relational Demography

The relative makeup of various demographic characteristics in particular work groups.

Assimilation Model

Model for addressing diversity that recruits, selects, trains, and motivates employees so that they share the same values and culture.

Protection Model

Model for addressing diversity that identifies disadvantaged and underrepresented groups and provides special protections for them.

Value Model

Model for addressing diversity in which each element of an organization is valued for what it uniquely brings to the organization.

Leader Emergence

Study of characteristics of individuals who become leaders, examining the basis on which they were elected, appointed, or simply accepted.

Leadership Effectiveness

Study of which behaviors on the part of a designated leader (regardless of how that position was achieved) led to an outcome valued by the work group or organization.

Leader

The individual in a group given the task of directing task-relevant group activities, or, in the absence of a designated leader, carrying the primary responsibility for performing these functions in the group.

Attempted Leadership

Leader accepts the goal of changing a follower, and can be observed attempting to change the follower.

Successful Leadership

Follower changes his or her behavior as a function of the leaders effort

Effective Leadership

Leader changes follower's behavior, resulting in both leader and follower feeling satisfied and effectives.

Leader Development

Concentrates on developing, maintaining, or enhancing individual leader attributes such as knowledge, skills, and abilities

Leadership Development

Concentrates on the leader-follwer relationship and on developing an environment in which the leader can build relationships that enhance cooperation and resource exchange.

Interpersonal Competence

Includes social awareness and social skills such as the ability to resolve conflict and foster a spirit of cooperation.

Power Motive

Attaining control or power that results from people learning that the exercise of control over others or the environment is pleasing.

Activity Inhibition

Psychological term used to describe a person who is not impulsive.

Affiliation Need

Need for approval or connections with others.

Great Man/Great Woman Theory

Developed by historians who examined the life of a respected leader for clues leading to his or her greatness; often focused on a galvanizing experience or an admirable trait (persistence, optimism, or intelligence) that a leader possesses to a singular degree.

Trait Approach

Attempts to show that leaders possessed certain characteristics that non-leaders did not.

Power Approach

Examines the types of power wielded by leaders.

Behavioral Approach

Focuses on the kinds of behavior engaged in by people in leadership roles and identified two major types: consideration and initiating structure.

Consideration

Type of behavior that includes mutual trust, respect and a certain warmth and rapport between the supervisor and group

Initiating Structure

Type of behavior in which the supervisor organizes and defines group activities and his relation to the group.

Task-Oriented Behavior

An important part of a leaders activities; similar to initiating structure.

Relations-Oriented Behavior

An important part of a leaders activities; similar to consideration

Relations-Oriented Behavior

An important part of a leaders activities; similar to consideration

Participative Behavior

Allows subordinates more participation in decision making and encourages more two-way communication.

Contingency Approach

Proposed to take into account the role of the situation in the exercise of leadership.

Job Maturity

A subordinates job-related ability, skills, and knowledge

Psychological Maturity

The self-confidence and self-respect of the subordinate

Path-Goal Theory of Leadership

Leadership theory that includes both the characteristics of the subordinate and the characteristics of he situation; assumes that the leaders responsibility is to show the subordinate the path to valued goals.

Social Undermining

Behavior that includes a leaders criticism indicating a dislike for another individual, and actions that tend to present an obstacle to the individuals goal-directed behavior.

Leader-Member Exchange (LMX) Theory

Proposed that leaders adopt difference behaviors with individual subordinates; the particular behavior pattern of the leader develops over time and depends to a large extent on the quality of the leader-subordinate relationship.

In-Group Members

People who have high-quality relationship with their leader and high latitude for negotiating their work roles.

Out-Group Members

People who have low-quality relationships with their leader and little latitude for negotiating their work roles.

Life-Cycle of a Leader-Follower Relationship

Describes recent versions of leader-member exchange (LMX) theory that include a dynamic process in which the task of the leader is to drive the relationships from a tentative first-stage relationship to a deeper, more meaningful one.

Transformational Leadership

Describes the behavior of inspirational political leaders who transform their followers by appealing to nobler motives such as justice, morality, and peace.

Transactional Leadership

Leaders show followers how they can meet their personal goals by adopting a particular behavior pattern; the leader develops social contracts with followers in which certain behaviors will be rewarded.

Idealized Influence

Leaders display conviction, emphasized trust, take stands on difficult issues, emphasize the importance of commitment and purpose, and are aware of the ethical consequences of their decisions.

Inspirational Motivation

Leaders articulate an appealing vision of the future, challenge followers with high standards, talk optimistically with enthusiasm, and provide encouragement and meaning for what needs to be done.

Intellectual Stimulation

Leaders question old assumptions, values, and believes; stimulate new ways of doing things, and encourage expression of ideas and reasons.

Individualized Consideration

Leaders deal with others as individuals; consider individual needs, abilities, and aspirations; listen attentively; and advice, coach, and teac.

Laissez-Faire Leadership

Lowest level of leadership identified by Bass who contrasted it with transactional leadership and transformational leadership.

Full-Range Theory of Leadership

Hierarchical model that ranges from laissez-faire leadership through transactional leadership in transformational leadership.

Multi-factor Leadership Questionnaire

Self-report instrument used in the development and validation of the theory of transformational leadership.

Charisma

A personal attribute of a leader that hypnotizes followers and compels them to identify with and attempt to emulate the leader.

Charismatic Leader

Followers are emotionally attached to this leader, never question the leader's beliefs or actions, and see themselves as integral to the accomplishment of the leader's goals.

Charismatic Leadership Theory

Approach with many different versions of the notion that charisma is related to leadership; (1) in a crisis situation, followers perceive charismatic characteristics in an individual and accept that person as a leader; (2) certain leader behaviors (use of innovative strategies) contribute to a charismatic aura.

Virtual Team

Team that has widely dispersed members working together toward a common goal and linked through computers and other technology.

Telecommunicating

Accomplishing work tasks from a distant location using electronic communications media.

Global Leadership and Organizational Behavior Effectiveness (Globe)

Large-scale cross-cultural study of leadership by 170 social scientists and management researchers in over 60 countries.

Culture-Specific Characteristics

Leader characteristics that are more acceptable in some countries than others.

Organization

A group of people who have common goals and who follow a set of operating procedures to develop products and services.

Division of Labor

The tasks performed in an organization can be divided into specialized jobs and departmental functions

Delegation of Authority

Information about which lower-level employees report to employees about them in an organization

Structure

The formal way that an organization is designed in terms of division of labor, delegation of authority; and span of control; represented by the number of levels—or height—in an organization.

Span of Control

The number of positions or people reporting to a single individual—the width—in an organization.

Organizational Chart

Diagram of an organization’s structure

Classic Organizational Theory

Assumes there is one best configuration for an organization, regardless of its circumstances; places a premium on control of individual behavior by the organization.

Human Relations Theory

Adds a personal or human element to the study of organizations; considers the interrelationship between an organization’s requirements and the characteristics of its members.

Theory X

Describes the constrasting beliefs that managers hold about their subordinates; Theory X managers believe subordinates must be controlled to meet organizational ends.

Theory Y

Managers believe subordinates would be motivated to meet goals in the absence of organizational controls.

Contingency Theories of Organization

Propose that the best way to structure an organization depends on the circumstances of the organization.

Small Batch Organization

Produces specialty products one at a time.

Large Batch and Mass Production Organization

Produces large numbers of discrete units, often using assembly-line operations.

Continuous Process Organization

Depends on a continuous process for output or product.

Mechanistic Organization

Depends on formal rules and regulations, makes decisions at higher levels or the organization, and has small spans of control.

Organic Organization

Organization with a large span of control, less formal procedures, and decision making at middle levels.

Sociotechnical Approach

Uncovered a number of dramatic changes in social patterns of work that accompanied technological change

Resource Theory

An organization must be viewed in the contest of its connections to other organizations; the key to organizational survival is the ability to acquire and maintain resources.

Evolutionary/Ecological Approach

Adopts a biological model and concentrates on explaining why some types of organizations thrive and diversify, whereas others atrophy and disappear.

Climate

A shared perception among employees regarding their work entity, in a particular organization, division, department or work group.

Autocratic Climate

Organization that is highly structured with little opportunity for individual responsibility or risk taking at the lowest levels.

Democratic Climate

Organization that is less structured, with greater opportunity for individual responsibility and risk taking.

Culture

A system in which individuals share meanings and common ways of viewing events and objects.

Climate/Culture Strength

Extent to which members of the organization share a perception (in the case of climate) or value/belief (in the case of culture).

Ethnocentrism

A multinational model in which the values of the parent company predominate

Polycentrism

A multinational model in which the values of the local company are accepted.

Regiocentrism

A multinational model which has a blend of the values of the parent organization and the local company.

Geocentrism

A multinational model in which a new corporate-wide policy is developed to handle issues in a way that creates a global perspective.

Socialization

Process by which a new employee becomes aware of the values and procedures of an organization.

Person-Job (P-J) Fit

Extent to which the skills, abilities, and interests of an individual are compatible with the demands of the job.

Person-Organization (P-O) Fit

Extent to which the values of an employee are consistent with the values held by most others in the organization.

Attraction-Selection-Attrition (ASA) Model

Model that proposes that organizations and individuals undergo a process of jointly assessing probable fit based primarily on personality characteristics. Through a process of attraction, selection, and attrition, the goal is to make the workforce homogeneous with respect to personality characteristics.

Unfreezing

First stage in the process of changing an organization in which individuals become aware of their values and beliefs.

Changing

Second stage in the process of changing an organization in which individuals adopt new beliefs, values, and attitudes

Refreezing

Third stage in the process of changing an organization in which the new attitudes and values of individuals are stabilized.

Episodic Change

Organizational change characterized as infrequent, discontinuous, and intentiona; often launched with fanfare, with senior leaders clearly articulating pathways to change and disseminating information about the process and desired end state.

Continuous Change

Ongoing, evolving, and cumulative organizational change characterized by small, continuous adjustments, created simultaneously across units, that add up to substantial change.

Rebalance

Stage in the freeze-rebalance-unfreeze continuous change process intended to reframe what has happened and produce a cognitive framework that gives change deeper meaning.

Management by Objectives (MBO)

A concept to define and measure employee performance proposed plan to direct the efforts of workers and managers through objectives and methods to meet performance objectives.

Matrix Organization

Individuals have dual reporting relationships: reporting to a project (product) manager and to a home department (functional) manager.

Total Quality Management (TQM)

A unique way of organizing productive effort by emphasizing team-based behavior directed toward improving quality and meeting customer demands.

6 Sigma Systems

Approach to quality management providing training for employees and managers in statistical analysis, project management, and problem-solving methods to reduce the defect rate of products.

Lean Production

Method that focuses on reducing waste in every form, including overproduction, lengthy waiting times for materials, excessive transportation costs, unnecessary stock, and defective products.

Just-In-Time (JIT) Production

System that depends on the detailed tracking of materials and production so that the materials and human resources necessary for production arrive just in time; central to the reduction of waste in lean production processes.

Organizational Development (OD)

Action-oriented approach providing techniques that work to help a client organization grow or change.