Groups and Teams
Two or more people who interact with one another such that each person influences and is influenced by each other person.
Group
The process by which people become aware for the need for change.
Unfreezing
The physical manifestation of the culture including open offices, awards, ceremonies, and formal lists of values.
Artifacts
Based on one's position in the organization
Position Power
Often receives special duties requiring more responsibility and autonomy; they may also receive special privileges, such as more discretion about work schedules
In-group
An interdependent collection of at least two individuals who share a common goal and share accountability for the team's as well as their own outcomes.
Teams
The process of making new behaviors relatively permanent and resistant to further change.
Refreezing
Those organizational values that have become so taken for granted over time that they become the core of the company's culture
Assumptions
A personal power based on a manager's charisma or attractiveness to others
Referent power
A form of interpersonal attraction that inspires support and acceptance
Charisma
Happens when people are motivated to look good to others and want to maintain a positive self-image
Social facilitation
A person responsible for managing a change effort.
Change Agent
Values and norms that employees exhibit based on their observations of what actually goes on in the organization
Enacted values and norms
The process of portraying a desired image or attitude to control the impression others form of us
Impression management
Leadership focused on routine, regimented activities
Transactional leadership
Collections of employees from the same level in the organization who meet on a regular basis to share information, capture emerging opportunities, and solve problems
Affinity Groups
People, technology, information processing, and communication and competition.
Forces for Change
The preferred values and norms explicitly stated by the organization.
Espoused values and norms
Sharing power with employees and giving them the authority to make and implement at least some decisions
Empowerment
The set of abilities that allows the leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively
Transformational Leadership
Members cooperate, help one another, and work towards accomplishing tasks
Norming
Occurs because numerous organizational systems are in place to ensure that that employees and systems behave as expected to maintain stability
Overdetermination
The extent to which majority members value efforts to increase minority representation, and weather the qualifications and abilities of minority members are questioned.
Culture of inclusion
Social influence attempts directed at those who can provide rewards that will help promote or protect the self-interest of the actor
Organizational politics
Based on the premise that appropriate leader behavior depends on the "readiness" of the leader's followers
Hersey and Blanchard model