Exam 3

  1. a medium’s data-carrying capacity—the volume & variety of information that can be transmitted during a specific time
    Media richness (ch. 9)
  2. nonconscious process of “catching” or sharing another person’s emotions by mimicking that person’s facial expressions & other nonverbal behavior.
    Emotional contagion (ch 9)
  3. includes specialized words & phrases for specific occupations or groups
    Jargon (ch 9)
  4. communication practice in which executives get out of their offices & learn from others in the organization through face-to-face dialogue
    MBWA (management by walking around) (ch 9)
  5. the capacity of a person, team, or organization to influence others
    Power (ch 10)
  6. the capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship
    Countervailing power (ch 10)
  7. agreement among organizational members that people in certain roles can request certain behaviors of others
    Legitimate power (ch 10)
  8. capacity to influence others on the basis of an identification with & respect for the power holder
    Referent power (ch 10)
  9. contingency of power pertaining to the degree & nature of interdependence between the power holder & others
    Centrality (ch 10)
  10. a group that attempts to influence people outside the group by pooling the resources & power of its members
    Coalition (ch 10)
  11. the presentation of facts, logical arguments, & emotional appeals to change another person’s attitudes & behavior
    Persuasion (ch 10)
  12. any attempt to increase liking by, or perceived similarity to, some targeted person
    Ingratiation (ch 10)
  13. the practice of actively shaping our public images
    Impression management (ch 10)
  14. behaviors that others perceive as self-serving tactics for personal gain at the expense of other people & possibly the organization
    Organizational politics (ch 10)
  15. process in which one party perceives that his/her interests are being opposed or negatively affected by another party
    Conflict (ch 11)
  16. orderly process of third-party dispute resolution, typically including mediation followed by arbitration
    ADR (alternative dispute resolution) (ch 11)
  17. the view that leaders serve followers, rather than vice versa; leaders help employees fulfill their needs & are coaches, stewards, & facilitators of employee performance
    Servant leadership (ch 12)
  18. represents the substance of transformational leadership; reflects a future for the company or work unit that is ultimately accepted & valued by organizational members
    Strategic vision (ch 12)
  19. a theory stating that people evaluate a leader’s effectiveness in terms of how well that person fits preconceived beliefs about the features & behaviors of effective leaders & that people tend to inflate the influence of leaders on organizational events
    Implicit leadership (ch 12)
  20. theory identifying contingencies that either limit a leader’s ability to influence subordinates or make a particular leadership style unnecessary
    Leadership substitutes (ch 12)
  21. beliefs that deceit is a natural & acceptable way to influence others & that getting more than one deserves is acceptable
    Machiavellian Power (ch 10)
Card Set
Exam 3