https:\/\/learnexams.com\/search\/study?query=<\/a><\/p>\n\n\n\nThe communication Process
the steps between a source and a receiver that result in the transfer and understanding of meaning<\/p>\n\n\n\n
Communication Channels
The various ways in which a message can be sent, ranging from one-on-one in-person meetings to Internet message boards. ex: face-to-face, text, email, phone call, etc.<\/p>\n\n\n\n
Barriers to communication
factors that distort, disrupt, or even halt successful communication<\/p>\n\n\n\n
The “Grapevine”
informal interpersonal channel of information not officially sanctioned by the organization, a chain of communication; gossip sequence<\/p>\n\n\n\n
Relational Violation
a violation of the “boundary” of acceptable behavior in a relationship<\/p>\n\n\n\n
Relational Repair
involves actions to return the relationship to a positive state<\/p>\n\n\n\n
Nonverbal Communication
communication using body movements, gestures, and facial expressions rather than words<\/p>\n\n\n\n
Avoidance in Communication
Ignoring or not mentioning unpleasant topics because of fear<\/p>\n\n\n\n
Attribution Bias
the tendency to attribute one’s own negative behavior to external causes and one’s positive actions to internal states<\/p>\n\n\n\n
Supportive Communication Principles
set of tools focused on joint problem solving; focus on problem and not the person, be specific, not global and objective not judgmental, own rather than disown the communication, be congruent- match words with body language.<\/p>\n\n\n\n
Joint Problem Solving
A process used to capture tacit knowledge where the novice and the expert work side by side to solve a problem so that the expert’s approach is slowly revealed to the observant novice.<\/p>\n\n\n\n
Defensiveness
when we feel attacked in communication<\/p>\n\n\n\n
Disconfirmation
a response that fails to acknowledge and support another, leaving the person feeling ignored and disregarded<\/p>\n\n\n\n
Problem-Oriented
a supportive style of communication in which the communicators focus on working together to solve their problems instead of trying to impose their solutions on one another<\/p>\n\n\n\n
Not Person-Oriented
“because of you, a problem exists”<\/p>\n\n\n\n
Congruence
correspondence of parts; harmonious relationship; CF. congruity<\/p>\n\n\n\n
Developmental Feedback
Provides information about what we are doing well and what could use improvement<\/p>\n\n\n\n
The Johari Window
There are some things that are “open” that we know about ourselves that others also know<\/p>\n\n\n\n
Feedback Orientation
a person’s overall receptivity to feedback<\/p>\n\n\n\n
Active Listening
reflecting, probing, deflecting, advising<\/p>\n\n\n\n
functional conflict
conflict that benefits the main purposes of the organization and serves its interests<\/p>\n\n\n\n
dysfunctional conflict
conflict that hinders the organization’s performance or threatens its interests<\/p>\n\n\n\n
Substantive Conflict
involves disagreements over goals, resources, rewards, policies, procedures, and job assignments<\/p>\n\n\n\n
Emotional conflict
results from feelings of anger, distrust, dislike, fear, and resentment as well as from personality clashes<\/p>\n\n\n\n
Reducing Differences
conforming to others differing opinions and “different” personal (and possibly conflicting) aspects of themselves<\/p>\n\n\n\n
Tolerating Differences
If a sign of tolerance is a feeling of “I can live with X (behavior, religion, race, culture, etc.),”<\/p>\n\n\n\n
Relational Conflict
conflict that becomes personal because group members do not like, value, or respect one another<\/p>\n\n\n\n
Ladder of Inference
A process by which an individual uses assumptions or biases formed from past experiences to make a judgment on the intentions of another individual.<\/p>\n\n\n\n
Superordinate Identity
Group identity that transcends the personal, gender, ethnic, and religious identities of group members.<\/p>\n\n\n\n
Upward Referral
Problems are moved from the level of conflicting individual or teams and referred up the hierarchy for more senior managers to address.<\/p>\n\n\n\n
Status Conflict
disputes over status in a group’s social hierarchy, conflict due to different power levels or power bases<\/p>\n\n\n\n
Process Conflict
disagreement about the procedures or methods for accomplishing the task<\/p>\n\n\n\n
Task Conflict
conflict over content and goals of the work<\/p>\n\n\n\n
Cooking the Conflict
creating conditions for people to engage their differences to generate creative tension<\/p>\n\n\n\n
Direct Conflict Management Approaches
Collaboration and Problem Solving, Competition and Authoritative Command, Compromise, Accommodation, Avoidance<\/p>\n\n\n\n
Collaboration and Problem Solving
involve recognition that something is wrong and needs attention through problem solving<\/p>\n\n\n\n
Competition and Authoritative Command
uses force, superior skill, or domination to win a conflict<\/p>\n\n\n\n
Compromise
an agreement or a settlement of a dispute that is reached by each side making concessions.<\/p>\n\n\n\n
Accommodation
the process by which the eye’s lens changes shape to focus near or far objects on the retina<\/p>\n\n\n\n
Avoidance
A reaction to conflict that involves ignoring the problem by doing nothing at all, or deemphasizing the disagreement.<\/p>\n\n\n\n
Negotiation
A form of communication between opposing sides in a conflict in which offers and counteroffers are made and a solution occurs only when both parties agree<\/p>\n\n\n\n
Bargaining Power
Ability to extract favorable outcome from negotiations due to one party’s strengths.<\/p>\n\n\n\n
Substance and Relationship Goals
An outcome in negotiation in which both parties benefit from the outcome and there’s a positive impact on the relationship of the two parties<\/p>\n\n\n\n
Distributive Negotiation
adversarial negotiation in which the parties in conflict compete to win the most resources while conceding as little as possible<\/p>\n\n\n\n
Integrative Negotiation
a win-win negotiation in which the agreement involves no loss to either party<\/p>\n\n\n\n
Bargaining Zone
the range of options between the initial and final offer that each party will consider before negotiations dissolve or reach an impasse<\/p>\n\n\n\n
Leadership
the ability to motivate individuals and groups to accomplish important goals<\/p>\n\n\n\n
Position Power
influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases<\/p>\n\n\n\n
Reward Power
Compliance achieved based on the ability to distribute rewards that others view as valuable<\/p>\n\n\n\n
Coercive Power
The ability of a manager to punish others<\/p>\n\n\n\n
Legitimate Power
the power a person receives as a result of his or her position in the formal hierarchy of an organization<\/p>\n\n\n\n
Personal Power
Power that is obtained from having personal attributes that others desire<\/p>\n\n\n\n
Expert Power
power that is based on the special knowledge, skills, and expertise that a leader possesses<\/p>\n\n\n\n
Relationship Power
the ability to get things done through connections and social capital, or who you know.<\/p>\n\n\n\n
Referent Power
power that comes from subordinates’ and coworkers’ respect, admiration, and loyalty<\/p>\n\n\n\n
Visionary Leadership
leadership that creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting<\/p>\n\n\n\n
Servant Leadership
focuses on increased service to others rather than to oneself<\/p>\n\n\n\n
Empowerment
delegation of authority to solve customers’ problems quickly\u2014usually by the first person the customer notifies regarding a problem<\/p>\n\n\n\n
Leadership Traits and Behaviors
Self-awareness.
Sympathy.
Critical thinking.
Good communication.
Perseverance.
Desire to pass the torch.
Curiosity.
Emotional intelligence.<\/p>\n\n\n\n
Classic Leadership Styles
autocratic, human relations, laissez-faire, democratic<\/p>\n\n\n\n
Fiedler’s Contingency Styles
your effectiveness as a leader is determined by how well your leadership style matches the situation<\/p>\n\n\n\n
Blanchard-Hersey Situational Leadership
suggests no single leadership style is better than another. Instead of focusing on workplace factors, the model suggests leaders adjust their styles to those they lead and their abilities<\/p>\n\n\n\n
House’s Path-Goal Theory Leadership Styles
Directive Leadership
Supportive Leadership
Achievement-Oriented Leadership
Participative Leadership<\/p>\n\n\n\n
Leader-Member Exchange (LMX) Theory
Highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis.<\/p>\n\n\n\n
Vroom-Jago Leader-Participation Theory
Helps leaders choose the method of decision making that best fits the nature of the problem situation<\/p>\n\n\n\n
Authority Decisions
Manager or team leader uses information that he or she possesses and decides what to do without involving others.<\/p>\n\n\n\n
Consultative Decisions
made by one individual after seeking input from or consulting with members of a group<\/p>\n\n\n\n
Group Decisions
leaders share the problems with subordinates and then have the group make the decisions<\/p>\n\n\n\n
Gender Similarities Hypothesis
Hyde’s proposition that men and women (and boys and girls) are much more similar than they are different<\/p>\n\n\n\n
Moral Overconfidence
an overly positive view of one’s integrity and strength of character<\/p>\n\n\n\n
Authentic Leadership
the view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept<\/p>\n\n\n\n
Leadership Prototypes
preconceived beliefs about the features and behaviors of effective leaders<\/p>\n\n\n\n
Shared Leadership
Rotating leadership, in which people rotate through the leadership role based on which person has the most relevant skills at a particular time.<\/p>\n\n\n\n
Distributed Leadership
when any and all members contribute helpful task and maintenance activities to the team<\/p>\n\n\n\n
Co-Leadership
occurs when leadership is divided so that no one person has unilateral power to lead<\/p>\n\n\n\n
Complexity Leadership Theory
key is to effectively combine bureaucratic organizing with complex adaptive systems. Recognizes 3 types of leadership systems in organizations:
-administrative leadership
-entrepreneurial leadership
-adaptive leadership<\/p>\n\n\n\n
Relations-Oriented vs. Task-Oriented Behaviors
Task-oriented is an approach in which a person focuses on the tasks that need to be performed in order to meet certain goals or standards. Relationship-oriented is an approach in which a person focuses on the motivation and the general well-being of team members.<\/p>\n\n\n\n
Transformational Leadership
leadership that, enabled by a leader’s vision and inspiration, exerts significant influence<\/p>\n\n\n\n
Transactional Leadership
leadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance<\/p>\n\n\n\n
Followership
the process of being guided and directed by a leader in the work environment<\/p>\n\n\n\n
Follower Identities
Different roles and functions of individuals under a leader<\/p>\n\n\n\n
Implicit Followership Theories
Preconceived notions about the types of behaviors that characterize followers and nonfollowers<\/p>\n\n\n\n
Organizational Citizenship Behaviors (OCBs)
Behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage<\/p>\n\n\n\n
Ethical Followership
The process of being guided by a leader with Morality<\/p>\n\n\n\n
Power Distance
Degree to which societies accept the idea that inequalities in the power and well-being of their citizens are due to differences in individuals’ physical and intellectual capabilities and heritage<\/p>\n\n\n\n
Dependencies
The relationship between project activities.<\/p>\n\n\n\n
Powerlessness
a lack of autonomy and participation<\/p>\n\n\n\n
Zero-Sum Game
a situation in which an economic gain by one country results in an economic loss by another<\/p>\n\n\n\n
Fight-or-Flight Response
an emotional and physiological reaction to an emergency that increases readiness for action<\/p>\n\n\n\n
Power Bases
the sources of power individuals and subunits develop in organizations<\/p>\n\n\n\n
Constructive vs. Dysfunctional Resistance
Functional conflict is healthy, constructive disagreement between groups or individuals, while dysfunctional conflict is unhealthy disagreement that occurs between groups or individuals.<\/p>\n\n\n\n
Responses to Power
commitment, compliance, resistance<\/p>\n\n\n\n
Self-Interested Politics
occur when individuals or groups work to shift otherwise ambiguous outcomes to their personal advantage without consideration of the organization or coworkers<\/p>\n\n\n\n
Workarounds
Unplanned responses to risk events when no contingency plans are in place<\/p>\n\n\n\n
Social Astuteness
the tendency to observe others and accurately interpret their behavior<\/p>\n\n\n\n
Political Savvy
skill and adroitness at reading political environments and understanding how to influence effectively in these environments<\/p>\n\n\n\n
Human Resource Management
the policies, practices, and systems that influence employees’ behavior, attitudes, and performance<\/p>\n\n\n\n
Human Capital
the skills and knowledge gained by a worker through education and experience<\/p>\n\n\n\n
Person-Job Fit
The degree to which a person’s skill, knowledge, abilities, and other characteristics match the job demands.<\/p>\n\n\n\n
Person-Organization Fit
The degree to which a person’s values, personality, goals, and other characteristics match those of the organization.<\/p>\n\n\n\n
Job Discrimination
occurs when someone is denied a job or job assignment for non-job-relevant reasons<\/p>\n\n\n\n
Sex or Gender Discrimination
treating individuals differently in their employment specifically because an individual is a woman or a man<\/p>\n\n\n\n
Gender Identity or Sexual Orientation Discrimination
Treating individuals different in their employment specifically because an individual identifies with a certain sexual identity<\/p>\n\n\n\n
Age Discrimination
different and unequal treatment of people based solely on their age<\/p>\n\n\n\n
Sexual Harassment
comments, gestures, or physical contacts of a sexual nature that are deliberate, repeated, and unwelcome<\/p>\n\n\n\n
Pay Discrimination
occurs when men and women are paid differently for doing equal work<\/p>\n\n\n\n
Comparable Worth
the issue raised when women who hold traditionally female jobs are paid less than men for working at jobs requiring comparable skill<\/p>\n\n\n\n
Equal Employment Opportunity (EEO)
the condition in which all individuals have an equal chance for employment, regardless of their race, color, religion, sex, age, disability, or national origin<\/p>\n\n\n\n
Affirmative Action
A policy designed to give special attention to or compensatory treatment for members of some previously disadvantaged group.<\/p>\n\n\n\n
Bona Fide Occupational Requirements
a qualification that would normally be considered discriminatory but is necessary for proper or efficient job performance<\/p>\n\n\n\n
Human Resource Planning
activities that managers engage in to forecast their current and future needs for human resources<\/p>\n\n\n\n
Job Analysis
a purposeful, systematic process for collecting information on the important work-related aspects of a job<\/p>\n\n\n\n
Recruitment
the process through which the organization seeks applicants for potential employment<\/p>\n\n\n\n
External vs. Internal Recruitment
Internal recruitment is where a company hires employees from within the organization that are already working there. External recruitment is where a company hires employees outside of the organization that are not currently working there<\/p>\n\n\n\n
Traditional Recruitment
Emphasizes selling the job to the applicant; positives are played up while potential negatives are avoided or glossed over lightly.<\/p>\n\n\n\n
Realistic Job Preview
gives a candidate a picture of both positive and negative features of the job and the organization before he or she is hired<\/p>\n\n\n\n
Selection
Choosing from among qualified applicants to hire into an organization<\/p>\n\n\n\n
Reliability
That means the process must measure what it is designed to measure and do so consistently over time<\/p>\n\n\n\n
Validity
the extent to which a test measures or predicts what it is supposed to<\/p>\n\n\n\n
Unstructured vs. Situational vs. Behavioral interviews
Situational interview questions present the candidate with a hypothetical situation and ask them how they would handle it. “What would you do if\u2026”
Behavioral interview questions ask the candidate to recall a past experience and describe how they did handle in. “Tell me about a time in a past job when\u2026”
Unstructured interviews do not use any set questions, instead, the interviewer asks open-ended questions based on a specific research topic, and will try to let the interview flow like a natural conversation.<\/p>\n\n\n\n
Assessment Centers
a series of managerial simulations, graded by trained observers, that are used to determine applicants’ capability for managerial work<\/p>\n\n\n\n
Work Sampling
evaluates job candidates as they perform actual work tasks<\/p>\n\n\n\n
Onboarding\/Orientation\/Socialization
programs that help employees to integrate and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics by clarifying work-role expectations and responsibilities<\/p>\n\n\n\n
Job Rotation
a job enrichment strategy that involves moving employees from one job to another<\/p>\n\n\n\n
Coaching and Mentoring
Coaching: one on one discussions between EE and an experienced individual<\/p>\n\n\n\n
Mentoring: developmentally oriented relationship between 2 individuals<\/p>\n\n\n\n
Reverse Mentoring
younger and newly hired employees mentor senior executives, often on latest developments with digital technologies<\/p>\n\n\n\n
Performance Management
the process through which managers ensure that employees’ activities and outputs contribute to the organization’s goals<\/p>\n\n\n\n
Performance Appraisals
Formal process in which a manager evaluates an employee’s work performance.<\/p>\n\n\n\n
Graphic Rating Scales
an evaluation method in which the evaluator rates performance factors on an incremental scale<\/p>\n\n\n\n
Behaviorally Anchored Rating Scales (BARS)
use of examples of critical incidents to evaluate an employee’s job performance behaviors directly<\/p>\n\n\n\n
Recency Bias
overemphasizes the most recent behaviors when evaluating individual performance<\/p>\n\n\n\n
Critical-Incident Techniques
Keeping a running log or inventory of effective and ineffective behaviors
Documents success or failure patterns<\/p>\n\n\n\n
Critical-Incident Technique
approach in which subject matter experts are asked to identify critical aspects of behavior or performance in a particular job that led to success or failure<\/p>\n\n\n\n
Leniency Error
the tendency to give all workers very positive performance appraisals<\/p>\n\n\n\n
Multi-Person Comparisons
Formally compare one person’s performance with that of one or more others<\/p>\n\n\n\n
360 Degree Feedback
a performance appraisal process in which feedback is obtained from the boss, subordinates, peers and coworkers, and the employees themselves<\/p>\n\n\n\n
Work-Life Balance
involves balancing career demands with personal and family needs<\/p>\n\n\n\n
Merit Pay
a system of linking pay increases to ratings on performance appraisals<\/p>\n\n\n\n
Bonus Plans
extra pay for accomplishing or surpassing certain objectives<\/p>\n\n\n\n
Profit-Sharing Plans
Plans that distribute a portion of an organization’s profits to its employees.<\/p>\n\n\n\n
Gain-Sharing Plans
annual bonuses paid to employees based on achieving specific goals such as quality measures, customer satisfaction measures, and production targets<\/p>\n\n\n\n
Employee Stock Ownership Plans
stock plans in which an organization contributes shares of its stock to an established trust for the purpose of stock purchases by its employees<\/p>\n\n\n\n
Stock Options
rights to buy a certain number of shares of stock at a specified price<\/p>\n\n\n\n
Fringe Benefits
payments to employees other than wages or salary<\/p>\n\n\n\n
Flexible Benefits
a benefits plan that allows each employee to put together a benefits package individually tailored to his or her own needs and situation<\/p>\n\n\n\n
Labor-Management Relations
positive or negative condition of relations between a company’s management and its workers<\/p>\n\n\n\n
Ethics
the principles of right and wrong that guide an individual in making decisions<\/p>\n\n\n\n
Four Alternative Ethical Views
utilitarian, individualism, moral-rights, justice<\/p>\n\n\n\n
Cultural Issues in Ethical Behavior<\/p>\n\n\n\n
\n- Cultural relativism: ethical behavior is always determined by cultural context<\/li>\n\n\n\n
- Moral absolutism: Behavior unacceptable in one’s home environment should not be acceptable anywhere else.<\/li>\n\n\n\n
- Ethical imperialism: imposing one’s ethical standards on others.<\/li>\n<\/ul>\n\n\n\n
Ethical Dilemmas
situations in which none of the available alternatives seems ethically acceptable<\/p>\n\n\n\n
Kohlberg’s Levels of Moral Development
preconventional, conventional, and postconventional<\/p>\n\n\n\n
Immoral vs. Amoral vs. Moral Managers
Whereas immoral managers choose to behave in a selfish manner (and feel justified in doing so), Carroll claims that amoral managers lack a degree of ethical perception and moral awareness – and may be “morally careless.” In other words, amoral managers go with the flow and do not necessarily question the status quo<\/p>\n\n\n\n
Whistleblowers
individuals who publicize instances of fraud, corruption, or other wrongdoing in the bureaucracy<\/p>\n\n\n\n
Stakeholder Management
a firm’s strategy for recognizing and responding to the interests of all its salient stakeholders<\/p>\n\n\n\n
Corporate Social Responsibility (CSR)
the notion that corporations are expected to go above and beyond following the law and making a profit<\/p>\n\n\n\n
Feedforward Controls
proactively address what can be done ahead of time to help a plan succeed<\/p>\n\n\n\n
Concurrent Controls
involve the real-time process of monitoring and adjusting ongoing activities and processes<\/p>\n\n\n\n
Feedback Controls
Processes that involve the gathering of information about a completed activity, evaluating that information, and taking steps to improve the similar activities in the future. Done after the control is done<\/p>\n\n\n\n
Internal Controls
Procedures within the business that are designed to protect cash and other assets and to keep reliable records.<\/p>\n\n\n\n
External Controls
The measures and procedures provided outside the business to protect cash and other assets.<\/p>\n\n\n\n
Bureaucratic Control
Control of behavior by means of a comprehensive system of rules and standard operating procedures.<\/p>\n\n\n\n
Clan Control
Control based on the norms, values, shared goals, and trust among group members.<\/p>\n\n\n\n
Market Control
Control based on the use of pricing mechanisms and economic information to regulate activities within organizations<\/p>\n\n\n\n
Steps in the Control Process
1.) Establish Objectives 2.) Measure performance 3.) Compare performance results to objectives 4.) take necessary action<\/p>\n\n\n\n
Project Management
The application of knowledge, skills, tools, and techniques to project activities to meet project requirements<\/p>\n\n\n\n
Gantt Charts
planning charts used to schedule resources and allocate time<\/p>\n\n\n\n
CRM\/PERT
Shows critical path for project planning in network<\/p>\n\n\n\n
Inventory Control
the process of determining how many supplies and goods are needed and keeping track of quantities on hand, where each item is, and who is responsible for it<\/p>\n\n\n\n
Breakeven Analysis
Reveals how many units of a good or service a business needs to sell before it begins earning a profit<\/p>\n\n\n\n
Balanced Scorecard
a combination of performance measures directed toward the company’s long and short term goals and used as the basis for awarding incentive pay<\/p>\n\n\n\n
Organizing as a Management Function
Arranges people and resources to work together towards a common goal<\/p>\n\n\n\n
Social Network Analysis
a method for examining relationships in a community, often conducted by identifying who people turn to in times of need<\/p>\n\n\n\n
Functional Organization Structure
People grouped together who have similar skills<\/p>\n\n\n\n
Divisional Organization Structure
group together who work on the same product, process, same customers, or same area<\/p>\n\n\n\n
Matrix Organization Structure
structure in which combines divisional and functional structures<\/p>\n\n\n\n
Team Organization Structure
extensively uses permanent and temporary teams to solve problems, complete social projects, etc.<\/p>\n\n\n\n
Network Organization Structure
Uses in formation technologies to link with networks of outside suppliers and service contractors<\/p>\n\n\n\n
Organizational Design
the process of creating structures that accomplish mission and objectives<\/p>\n\n\n\n
Mechanistic Organizational Structure
Structure characterized by formal rules and procedures designed to facilitate the operations of a large-scale complex organization where coordination of activities is critical to success<\/p>\n\n\n\n
Organic Organizational Structure
a type of organization structure characterized by people who work together in an informal arrangement, sharing ideas and information, and performing a variety of tasks based on whatever is needed to accomplish the group’s task.<\/p>\n\n\n\n
Bureaucracy
A large, complex organization composed of appointed officials<\/p>\n\n\n\n
Chain of Command
the line of authority that moves from the top of a hierarchy to the lowest level<\/p>\n\n\n\n
Span of Control
the number of subordinates who report directly to a manager<\/p>\n\n\n\n
Steps in Delegation<\/p>\n\n\n\n
\n- assign responsibility<\/li>\n\n\n\n
- grant authority<\/li>\n\n\n\n
- create accountability<\/li>\n<\/ol>\n\n\n\n
Centralization
Degree to which decision-making authority is restricted to higher levels of management in an organization.<\/p>\n\n\n\n
Decentralization
Degree to which decision-making authority is given to lower levels in an organization’s hierarchy.<\/p>\n\n\n\n
Organizational Culture
the set of values, ideas, attitudes, and norms of behavior that is learned and shared among the members of an organization<\/p>\n\n\n\n
Observable Culture
The components of culture that can be seen in an organization externally<\/p>\n\n\n\n
Multiculturalism
A perspective recognizing the cultural diversity of the United States and promoting equal standing for all cultural traditions<\/p>\n\n\n\n
Multicultural Organizations
has a culture with core values that respect diversity and support multiculturalism<\/p>\n\n\n\n
Organizational Subculture
Consists of a group of people who engage in behaviors and share values that are, in part, different from that of the larger organizational culture<\/p>\n\n\n\n
Ethnocentrism
Belief in the superiority of one’s nation or ethnic group.<\/p>\n\n\n\n
Glass Ceiling
an invisible limit on women’s and minorities’ climb up the occupational ladder<\/p>\n\n\n\n
Leaking Pipeline
describes how women (and minorities) drop out of careers before reaching the top levels of organizations<\/p>\n\n\n\n
Change Leader
takes initiative in trying to change the behavior of another person or within a social system<\/p>\n\n\n\n
Transformational Change
results in a major and comprehensive redirection of the organization<\/p>\n\n\n\n
Incremental Change
bends and adjusts existing ways to improve performance<\/p>\n\n\n\n
Phases of Planned Change<\/p>\n\n\n\n
\n- Unfreezing<\/li>\n\n\n\n
- Changing<\/li>\n\n\n\n
- Refreezing<\/li>\n<\/ol>\n\n\n\n
Improvisational Change
makes continual adjustments as changes are being implemented<\/p>\n\n\n\n
Force-Coercion Strategy of Change
Uses power bases of legitimacy, rewards and punishments to induce change<\/p>\n\n\n\n
Rational Persuasion Strategy of Change
Bringing about change through persuasion backed by special knowledge, empirical data, and rational argument<\/p>\n\n\n\n
Shared Power Strategy of Change
Engages people in a collaborative process of identifying values, assumptions, and goals from which support for change will naturally emerge<\/p>\n\n\n\n
sources;
https:\/\/www.gcu.edu\/
https:\/\/yaveni.com\/
https:\/\/www.rasmussen.edu\/
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