UNT MGMT 3720 - Final Exam Study Guide (8 pages)

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Final Exam Study Guide



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Final Exam Study Guide

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Vocabulary from chapters 14-18


Pages:
8
Type:
Study Guide
School:
University of North Texas
Course:
Mgmt 3720 - Organization Behavior
Edition:
1
Unformatted text preview:

MGMT 3720 Exam 4 Study Guide Lectures 14 18 Lecture 14 November 4th Conflict a process that begins when one party perceives that another party has negatively affected or is about to negatively affect something that the first party cares about Traditional view of conflict the belief that all conflict is harmful and must be avoided Interactionist view of conflict the belief that conflict is not only a positive force in a group but also an absolute necessity for a group to perform effectively Functional conflict Conflict that supports the goals of a group and improves its performance Dysfunctional conflict Conflict that hinders group performance Task conflict Conflict over content and goals of the work Relationship conflict Conflict based on interpersonal relationships Worst kind of conflict in the workplace Process conflict Conflict over how work gets done Conflict process a process that has five stages potential opposition or incompatibility cognition and personalization intentions behavior and outcomes Perceived conflict awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise Felt conflict emotional involvement in a conflict that creates anxiety tenseness frustration or hostility Intentions Decisions to act in a given way Competing A desire to satisfy one s interests regardless of the impact on the other party to the conflict usually leads to bitterness from the other party so it s not a good option Collaborating best option A situation in which the parties to a conflict each desire to fully satisfy concerns of all parties Avoiding the desire to withdraw from or suppress a conflict Accommodating the willingness of one party in a conflict to place the opponent s interests above his or her own Compromising a situation in which each party to a conflict is willing to give up something Conflict management the use of resolution and stimulation techniques to achieve the desired level of conflict Negotiation a process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them Distributive bargaining negotiation that seeks to divide up a fixed amount of resources a winlose situation Fixed pie the belief that there is only a set amount of goods or services to be divided up between the parties Integrative bargaining negotiation that seeks one or more settlements that can create a winwin situation BATNA the Best Alternative To a Negotiated Agreement the lowest value acceptable to you for a negotiation agreement Any offer you receive that is higher than your BATNA is better than an impasse Mediator a neutral third party who facilitated a negotiated solution by using reasoning persuasion and suggestions for alternative helps you come to a solution Arbitrator a third party to a negotiation who has the authority to dictate an agreement decides the solution for you Conciliator a trusted third party who provides an informal communication link between the negotiator and the opponent Consultant an impartial third party skilled in conflict management who attempts to facilitate creative problem solving through communication and analysis Lecture 15 November 11th Organizational structure the way in which job tasks are formally divided grouped and coordinated Work specialization the degree to which tasks in an organization are subdivided into separate jobs Departmentalization the basis by which jobs in an organization are grouped together Chain in command the unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom Authority the rights inherent in a managerial position to give orders and to expect the orders to be obeyed Unity of command the idea that a subordinate should have only one superior to whom he or she is directly responsible Span of control the number of subordinates a manager can efficiently and effectively direct Centralization the degree to which decision making is concentrated at a single point in an organization Formalization the degree to which jobs within an organization are standardized Simple structure an organization structure characterized by a low degree of departmentalization wide spans of control authority centralized to a single person and little formalization Bureaucracy an organization structure with highly routine operating tasks achieved through specialization very formalized rules and regulations tasks that are grouped into functional departments centralized authority narrow spans of control and decision making that follows the chain of command Matrix structure an organization structure that creates dual lines of authority and combines functional and product departmentalization Virtual organization a small core organization that outsources major business functions Boundaryless organization an organization that seeks to eliminate the chain of command have limitless spans of control and replace departments with empowered teams Mechanistic model a structure characterized by extensive departmentalization high formalization limited information network and centralization Organic model a structure that is flat uses cross hierarchical and cross functional teams has low formalization possesses a comprehensive information network and relies on participative decision making Innovative strategy a strategy that emphasizes the introduction of major new products and services Cost minimization strategy a strategy that emphasizes tight cost controls avoidance of unnecessary innovation or marketing expenses and price cutting Imitation strategy a strategy that seeks to move into new products or new markets only after viability has been proven Technology the way in which an organization transfers its inputs into outputs Environment institutions or forces outside an organization that potentially affect the organization s performance Lecture 16 November 18th Organizational culture a system of shared meaning held by members that distinguishes the organization from other organizations Dominant culture a culture that expresses core values that are shared by a majority of the organization s members Subcultures mini cultures within an organization typically defined by department designations and geographical separation Core values the primary or dominant values that are accepted throughout the organization Strong culture a culture in which the core values are intensely held and widely shared Organizational climate the shared


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