BUS401 Study Guide

A process where people with matching values are attracted to and selected by an organization, while those who don't fit leave via attrition.

Keeping close and strict control over subordinates, maintaining a distinct professional relationship, and supervising employees to ensure productivity.

Accounts for the critiques of the rational model of decision-making by suggesting people search for a solution that is "good enough."

A group decision-making process that consists of generating concepts and ideas quickly and without criticism.

Executing the change plan in organizational change.

A popular model of culture comprising two dimensions: orientation of the culture (internal vs. external focus) and the environment (flexible vs. stable).

Behaving the way others expect you to, whether you agree with it or not.

Bringing disagreements to an end by using one of five approaches: avoiding, forcing, collaborating, compromising, or accommodating.

Events that are likely to happen in connection with or as a consequence of something else.

When a business views itself as a member of society with social obligations and responsibility for its effects on environmental and social well-being.

Promoting social equity among workers by sharing ideas.

Remote attributes such as personality, cognitive ability, and values that have an indirect effect on leadership style.

Refers to how people are similar or different from each other.

The ability to manage one's own emotions and those of others.

The standards of behavior we hold ourselves to in our personal and professional lives.

Power that comes from a person's superior skills and knowledge in a specific area.

Attributes that split groups into subgroups.

The stage when the group first meets, people introduce themselves and test their membership, and leadership is sought.

When a group's members possess bonds linking them to each other and the whole group.

A process that will generate less biased, more varied, and more creative ideas than individual decision-making.

Behaviors that promote a broad, inclusive vision, leading by example, showing a strong commitment to goals, and creating trust and confidence in employees.

Leaders discuss and empathize with the needs of individual employees, showing genuine compassion, and encouraging professional development and personal growth.

Occurs when a person's emotions, opinions, or behaviors are affected by others.

Inspiring employees to improve their outcomes, explaining how the organization will change over time, fostering a strong sense of purpose, and linking individual employee and organizational goals.

Encouraging employees, creating, challenging the status quo, aiming for consistent innovation, and empowering employees to disagree with leadership.

Occurs when you accept a set of values that leads to behavior that reflects those values.

Consists of three steps: unfreezing, change implementation, and refreezing.

Delegating as much autonomy as possible to employees, allowing them the freedom to make their own decisions about how to complete tasks.

A process of social influence where one person enlists the aid and support of others in accomplishing a common task.

A person's rightful claim to ask another to complete a task based on their position or title.

Assumes workers are lazy, will only work if rewarded, and must be punished for disobedience.

The act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively.

The process whereby conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence.

The stage where the group decides on roles and norms for completing work and begins developing shared values, beliefs, and attitudes.

Elements that tell the outside world about the organization's culture at the surface level.

The system of shared values, norms, attitudes, and beliefs an organization holds that guide employee behavior.

A theory where leaders set goals for success with their subordinates and then clear a path of obstacles to allow workers to achieve the goals effectively.

The stage where the group has formed an identity, communicates efficiently, and its members trust each other and work interdependently.

The ability to influence the behavior of others.

Personal characteristics such as interpersonal, problem-solving, and communication skills that have a direct effect on leadership style.

A process that involves identifying the problem, generating alternatives, evaluating, choosing the optimal alternative, and evaluating effectiveness.

Power that comes from a person's natural attractiveness and others' desire to emulate them.

Reinforcing the change in organizational culture.

The idea that people often engage in a limited search to find a solution that is close enough to optimal.

When we screen out information we wish to ignore and instead focus only on information we find salient.

Teams allowed to be accountable for teaching others about their actions.

What the organization wants newcomers to learn and internalize as they become oriented with the organization.

The phenomenon where the hiring manager chooses someone demographically similar over a more qualified candidate from a different demographic.

The combination of contingencies in a work situation that determines if it is favorable or unfavorable.

Describe leadership success that results from leadership behaviors modified by employee and situational contingencies.

When internalized norms and values guide people's behavior, reducing the need for supervision to run efficiently.

All the individuals and groups affected by a business' decisions.

The stage where group goals and expectations are discussed, leadership is tested, and work processes are questioned.

Split into trait theories, behavioral theories, situational theories, and visionary theories.

Motivates employees by exchanging time and effort for rewards, such as money.

Motivates employees by inspiring a shared vision, which encourages employees to forego personal interests and to work according to organizational values.

The taken-for-granted knowledge people come to understand about the organization after becoming an insider.

Preparing employee mindset for change.

Groups who work together from different geographic locations and rely on communication technology.

A clear, distinctive, and specific view of the future that is usually connected with a leader's strategic advances.