OB 262 final Cheat Sheet

Organizational strategy	How company will allocate resources to achieve goals
Work specialization	Subdivided tasks
Departmentalization	Grouping jobs together
Chain of command	Whos reporting to who
Span of control	How many people can be directed
Centralization and decentralization	Decision making authority
Formalization	Rules and regulations
Lewins 3 Step process	Unfreezing, Moving, Refreezing
Simple Structure	Low departmentalization, wide spans of control, little formalization. Flexible but can slow down
Bureaucracy	Pyramid, lower quality employees, obsessive concern with rules
Matrix structure	2 boses, more communication but power struggles
Boundary Spanning	building relationships, diverse networks, resources

Power	Potential to influence
Those without power	More stress/Lower job security/Burnout
High vs LowPower Distance	High=Formalities and titles: Low=More informal
Where does power come from	Others, Situational powers (Control over resources) Depsndencies (Control over access)
Zero sum	Expanding others power with out makes our power less threatening
Connection power	Power over formal and informal relationships/networks
Rational Persuasions	Logical arguments and facts
Inspirational appeals	Appeal to one’s values and goals, arouses enthusiasm
Consultation	Involve the target in planning and decision making
Ingratiation	Flattery
Personal Appeals	Appeal to friendship
Exchange	Mutual benefit
Coalition tactics	Aid or support of others
Pressure	Threats and demands
Legitmating tactics	Rely on authority
Dependency	Key to power
Self interested politics	Working to shift outcomes in your best inerest
What causes politics	Scarcity, performance outcomes, goals

Barriers to Communication	Language, filtering, Perception, Defensiveness, Emotions, Info overload, silence, lying
Denotation	Translation of words
Metaphors	Figure of speach
Rhetorical questions	Questions to make a point
Moral conviction	Using your morals to influence
Nonverbal communication	Body Position, facial expressions, Body position, eye contact, other physical gestures
Joint problem solving	Turning a problem into an objective

Leader Member Exchange (LMX)	Theory of manager subordinate relationship quality (Higher=More trust)
Team Member Exchange (TMX)	Theory of Team members ability to contribute
Boundary Spanning Relationships	Hierarchal=Top/Mid level managers
Social Exchange	Building relationships through reciprocal interactions
Reciprocity	Exchanging things with others for mutual benefit
Components of reciprocity	Equivalence (fairness) Immediacy Interest
Networks	System of interconnected relationships
Dyadd, Triad, Clique	2 People, 3 people, 4+
Network centrality	Does actor have ties with others
Network density	Are all actors connected
Intrumental ties	Professional ties
Expressive ties	Friendship ties
Simmelian ties	Relationship between 2 actors
Homophily	Tendency for actors to form connections with similar people
Cohesive network	People are connected
Bridging network	Connected to people who arent connected
Brokering network	Connecting others to access of goods or info

Leadership	2 or more people depending on an INFLUENCE
Leadership Vs Following	Leading=Influencing Following: Accepting influence
Shared Leadership	Leadership and followship roles rotate
Distrubuted leadership	Influence distrubuted throughout institution
Co Leadership	No Single person has unilateral power
Legitimate power	Formal Power
Coercive power	TO punish or threaten
Expert Power	Smart in an area
Informational power	has all info
Reward power	Can reward employees
Referent Power	Gives leaders ability to inspire
Trait Theories	Focus on traits that make a leader
Behavioural theories	Specific behaviours differentiate leaders from non leaders: Leadership can be taught to anyone
Contingency theories	Focus on all outcomes in a crisis
Fielder contingency model	An individuals leadership style is fixed
Hersey Blanchard	Focuses on follower readiness
(Inspirational) Charismatic leadership	Inspire thru words ideas and behaviours
(Inspirational) Transactional Leadership	Rely on rewards in exchange for accomplishment of goal
(Inspirational) Transformational Leadership	Transcend self interest for good of organization

Functional Conflict	Supports goals and improves performance
Dysfunctional Conflict	hinders group performance
Substantive conflict	Fundamental disagreement
Emotional conflict	Interpersonal Difficulties
Relationship conflict	Emotional conflict over incompatibility
Status conflict	Heirarchial struggle between lower and higher power person
Process confllict	over how work gets done
Sources of conflict	Communication, Structure, Personal values
How to manage conflict	Problem solving, deloping goals, smoothing, compromising, avoidance
Negotiation	Making joint decisions when people have different prefrences
Bargaining power	Strength in position
Substance goals	Outcomes being negotiated
Relationship goals	How well people work after negotiation
Distributive bargaining (win-lose)	Dividing fixed resources
Integrative bargaining (win-win)	Seeking settlements
5 steps to negotiation	Develop Strategy: Define rules: Clarify/justify: Bargain/Problem Solve: Close and implement
BANTA	Best Alternative To a Negotiated Agreement
Differences in negotiation	Personality traits, moods, gender (women more cooperative)
Classical Decision Making	Logical and rational
Behavioural Decision making	Act in terms of perception
Systematic Decision making	Analytical approach
Intuitive decision making	Experience, learning based
Overconfidence bias	Too optimistic
Confirmation bias	Seek what we want to hear
Heuristics	Assessing a current event based on memory
Hindsight trap	Overestimate ability to predict events after they happened

OB 262 final Cheat Sheet (DRAFT) by mst