Download Chapters 10-13 | MGMT - Organizational Behavior and more Quizzes Organization Behaviour in PDF only on Docsity!
Power
the ability to get someone else to do something you want done or the ability to make things happen or get what you want TERM 2
Reward
power
DEFINITION 2 the extent to which a manager can use extrinsic and intrinsic rewards to control other people TERM 3
Coercive
power
DEFINITION 3 the extent to which a manager can deny desired rewards or administer punishment to control other people TERM 4
Legitimate
power
DEFINITION 4 the extent to which a manager can use the right of command to control the other people TERM 5
Process Power
DEFINITION 5 the control over methods of production and analysis
Informational
power
The access to and/or the control of information TERM 7
Representative Power
DEFINITION 7 The formal right conferred by the firm to speak for and to a potentially important group TERM 8
Expert Power
DEFINITION 8 The ability to control anothers behavior because of the possession of knowledge, experience, or judgment that the other person does not have but needs TERM 9
Referent Power
DEFINITION 9 The ability to control anothers behavior because of the individuals desire to identify with the power source TERM 10
Zone of Indifference
DEFINITION 10 The range of authoritative requests to which a subordinate is willing to respond without questioning the authority of the person giving the directions.
Informal Leadership
Persons who become Influencial because they Have special skills neededBy others. TERM 17
Consideration/ Human-Relations Oriented
behavior:
DEFINITION 17 Behavior indicating that a manager trusts, respects, and cares about subordinates. TERM 18
Initiating Structure/Task Oriented Behavior:
DEFINITION 18 Behavior to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective. TERM 19
Path-goal theory
DEFINITION 19 Emphasizes that a leader can influence a subordinates perceptions of both work goals and personal goals and the links (or paths) found between personal and work goals. TERM 20
Directive Leadership
DEFINITION 20 Spells out the what and how of the subordinates task.
Supportive Leadership
Focuses on a subordinates needs, well-being, and promotion of a friendly work climate TERM 22
Participative Leadership
DEFINITION 22 Focuses on consulting with subordinates and seeking and taking their suggestions in account before making decisions TERM 23
Achievement- Oriented Leadership
DEFINITION 23 Emphasis on setting challenging goals, stressing excellence in performance, and showing confidence in peoples ability in achieving high standards of performance. TERM 24
Inference-based attribution
DEFINITION 24 Emphasizes leadership effectiveness as inferred by perceived group/organizational performance outcomes. TERM 25
Recognition-based attribution
DEFINITION 25 leadership effectiveness based on how well a person fits characteristics of a good or effective leader.
Individualized Consideration
understanding the cares, and values TERM 32
Shared Leadership
DEFINITION 32 a dynamic, interactive influence process among individuals in groups for which the objective is to lead one another to the achievement of group or organizational goals, or both TERM 33
Moral Leadersip
DEFINITION 33 Authentic Leadership: Know thyself TERM 34
Transformational Change Leadership
DEFINITION 34 Radically shift the fundamental characteristics of an organization TERM 35
Incremental Frame-bending Change
Leadership
DEFINITION 35 change that is part of the organizations natural environment, is frequent, and is not traumatic
Change Agent
People who take action to change the behavior of people and systems. TERM 37
Unplanned Change
DEFINITION 37 occurs spontaneously and without a change agents direction TERM 38
Planned Change
DEFINITION 38 intentional and occurs with a change agents direction TERM 39
Performance Gap
DEFINITION 39 A discrepancy between the desired action and the actual state of affairs TERM 40
Forces of Change
DEFINITION 40 Organization-environment relationships: Something happens outside that forces a shift Organizational life cycle As organization changes, so does behavior Political nature of organizations: Manager has to leave, needs to be someone else in charge
