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Chapter 3
Chapter 15
Chapter 16
Chapter 17
Chapter 18
100
Shared assumptions, values, and beliefs that underlie a company’s identity and influence employees’ perceptions and behavior.
What is organizational culture?
100
Balancing individual and organizational interests through win-win cooperation.
What is mutuality of interest?
100
A process that involves social influence, occurs on multiple organizational levels, and focuses on goal accomplishment.
What is leadership?
100
A system of consciously coordinated activities of two or more people.
What is an organization?
100
The process by which a company compares its performance with that of high-performing organizations.
What is benchmarking?
200
The extent to which an individual’s personal characteristics match the characteristics of their work environment.
What is PE (Person-Environment) Fit?
200
Three possible outcomes to an influence effort.
What are commitment, compliance, and resistance?
200
Trait theory, behavior styles theory, and situational theory.
What are three classic theories of leadership?
200
Something that must constantly interact with its environment to survive.
What is an open system?
200
An emotional/behavioral response to real or imagined work changes.
What is resistance to change?
300
Flexibility/discretion and internal/external focus.
What are the two axes in the Competing Values Framework?
300
The kind of power that comes from charisma and personal attraction.
What is referent power?
300
The three types of leadership included in the contemporary "full-range model" of leadership.
What are laissez-faire leadership, transactional leadership, and transformational leadership?
300
Three traditional organizational design forms.
What are the functional structure, the divisional structure, and the matrix structure?
300
Demographic characteristics, technological advancements, customer and market changes, and social/political pressures.
What are external forces of change?
400
The process by which employees learn an organization’s values, norms, and required behaviors.
What is organizational socialization?
400
The kind of power that comes from having a position with formal authority.
What is legitimate power?
400
The leadership style that gets employees to pursue organizational goals over self-interests; and leads to higher employee engagement, trust, commitment, and loyalty from followers than other types of leadership.
What is transformational leadership?
400
Goal accomplishment, effectiveness of internal processes, satisfaction of strategic constituencies, and resource acquisition.
What are the four ways to assess organizational effectiveness?
400
The three stages in in Lewin's 3-stage model of planned change.
What are unfreezing, changing, and refreezing?
500
The three levels of organizational culture.
What are observable artifacts, espoused values, and basic assumptions?
500
Recognizing and releasing into the organization the power that people already have in their wealth of useful knowledge, experience, and internal motivation.
What is empowerment?
500
The unique one-to-one relationships that leaders develop with those who report to them; this implies that the leader may treat different people differently.
What is Leader-Member Exchange (LMX)?
500
The number of people reporting directly to a given manager.
What is span of control?
500
The stage in Lewin's change model where people are rewarded for exhibiting the desired new behaviors.
What is refreezing?