Terms to Lean

Chapter 8: Team Dynamics

1 brainstorming, p. 233
2 constructive conflict, p. 233
3 groupthink, p. 232
4 norms, p. 224
5
6
7
8
9
10
11

process losses, p. 215

role, p. 223
self-directed teams (SDTs), p. 229
team cohesion, p. 225
teams, p. 212
trust, p. 227
virtual teams, p. 230

Chapter 9: Communicating in Teams and

Organizations
12 communication, p. 246
13 emotional contagion, p. 252
14 encoding / decoding Messages, p. 247

Big Ideas
ADVANTAGES AND DISADVANTAGES OF TEAMS
p. 214
TEAM EFFECTIVENESS MODEL p. 216
TEAM DESIGN ELEMENTS p. 217
FIVE C's OF TEAM MEMBER COMPETENCY p.
219
STAGES OF TEAM DEVELOPMENT p. 222

The Communication Process Model p. 247

Problems with E-mail p. 249
Choosing the best Communication Channel &
Media Richness p. 253

15 grapevine, p. 263
16 information overload, p. 257
17 management by walking around (MBWA), p.
262
18 media richness, p. 253
19 persuasion, p. 255
20 verbal/non-Verbal communication, p. 248

Chapter 10: Power & Influence in the

Workplace
21 centrality, p. 278
22
23
24
25
26
27
28
29
30

charisma, p. 277
coalition, p. 284
countervailing power, p. 272
impression management, p. 286
influence, p. 283
ingratiation, p. 285
inoculation effect, p. 285
legitimate power, p. 273
Machiavellian values, p. 289

The Meaning of Power and the Sources of

Power p. 272
The Power of Social Networks p. 279
Influencing Others p. 283

OBR250 Week 12.3 - Final Exam Review Terms and Big Ideas

31
32
33
34
35
36
37
38
39
40
41

42
43
44
45
46
47
48
49
50
51
52

norm of reciprocity, p. 275

organizational politics, p. 288
persuasion, p. 284
power, p. 272
referent power, p. 277
reward power, p.275
social capital , p279
social capital, p. 279
social networks, p. 279
structural hole, p. 282
substitutability, p. 277
Chapter 11: Conflict & Negotiation in the
Workplace
best alternative to a negotiated agreement
(BATNA), p. 315
conflict, p. 298
constructive conflict, p. 300
forcing/ avoiding/yielding/ compromising pg.
306
incompatible goals,p.302
negotiation, p. 313
relationship conflicts, p. 300
superordinate goal, p. 309
third-party conflict resolution, p. 311
winlose orientation, p. 306
winwin orientation, p. 306

Chapter 12: Leadership

53 authentic leadership, p. 332
54 directive/supportive/participative/achievemen
t Oriented p. 336
55 Fiedler's contingency model, p. 338
56 implicit leadership theory, p. 344
57 leadership, p. 328
58
59
60
61
62
63
64

The Meaning and Consequences of Conflict p.

298
The Conflict Process Model p. 301

Chapter 12: Leadership

EXHIBIT 12.2 COMPETENCIES OF EFFECTIVE
LEADERS p. 330
DIRECTIVE AND SUPPORTIVE & SERVANT
LEADERSHIPSTYLES p. 333
Path Goal Leadership Model p. 355
Transformational Perspective of Leadership p.
340

managerial leadership, p. 340

path-goal leadership theory, p. 335
servant leadership, p. 334
shared leadership, p. 329
situational leadership theory (SLT), p. 338
transactional leadership, p. 340
transformational leadership, p. 340
Chapter 14: Organizational Culture

Chapter 14: Organizational Culture

OBR250 Week 12.3 - Final Exam Review Terms and Big Ideas

65 adaptive culture, p. 390

The Elements of Organizational Culture p. 381

66 artifacts, p. 385

Is Organizational Culture Important? p. 387

67 bicultural audit, p. 391

Threats to a Strong Organizational Culture

68 merger strategies: Assimilation/ Deculturation/

Integration/ Separation. P.392
69
70
71
72
73
74

organizational culture, p. 381

organizational socialization p. 396
psychological contract, p. 396
rituals & ceremonies, p. 387
rituals, p. 387
shared values/ shared assumptions p. 381

OBR250 Week 12.3 - Final Exam Review Terms and Big Ideas