Authoritarian management is characterized by dictatorial and domineering styles where managers value employees' unquestioned obedience.
The term 'By the Book' refers to acting in a very rigid manner, according to pre-established written guidelines and regulations. It often represents a criticism implying a lack of flexibility and responsiveness within an organization.
Cohesiveness refers to the measure of the extent to which members of an organizational workgroup are bonded together and demonstrate loyalty and commitment to each other and the group's goals.
Contingency Leadership Theory, advanced by Frederick E. Fiedler, posits that successful leadership styles are determined by the specific situation or context within an organization. According to this theory, effective leadership depends on an alignment between leadership style and situational variables, rather than a one-size-fits-all approach.
In motivational theory, continuous reinforcement refers to the process of providing an individual with positive feedback on a continuous basis. It is a method often used to enhance and maintain desirable behavior by offering immediate and consistent reinforcement after each occurrence of the target behavior.
Corporate culture refers to the general organizational operating environment, including ethical and value structures, impacting employees, management, and customer relations, as well as the types of products and services the organization produces, and the approaches to production, marketing, advertising, and service quality.
In business or individual practices, 'custom' refers to habitual tendencies, traditional policies, or usual activities routinely followed as a matter of course. These practices can shape organizational behavior and culture and affect various business decisions and operations.
Understanding Expert Power and its role in influencing decisions and actions due to specific knowledge, experience, or expertise.
Free riders are individuals within a team or organization who benefit from collective efforts without contributing adequately due to the absence of individual responsibility requirements.
Indirect supervision of subordinates, form of management supervision that allows others to function on their own without extensive direct supervision. People are allowed to prove themselves based upon accomplishments rather than meeting specific supervisory criteria.
The 'glass ceiling' refers to the invisible barriers that prevent women and minorities from advancing to senior management and executive positions within an organization despite their qualifications and achievements.
The grapevine refers to an unofficial pathway of verbal communication where rumors or scuttlebutt spread from person to person through informal networks.
The social interaction of the participants in a group, highlighting the dynamics of the group interaction process where creative contributions occur.
Behavior norms applied to group members. Group norms are essential in determining group behaviors and conformity to organizational goals.
An informal leader is someone whose power and authority over a group stem from the group's acceptance rather than from any official position, status, or rank within the formal organizational hierarchy.
Job enrichment involves motivating employees through expanding job responsibilities and giving increased control over the total production process. This empowerment often includes training, support, and enhanced input into procedures.
Job satisfaction refers to the sense of inner fulfillment and pride achieved when performing a particular job. It occurs when an employee feels that they have accomplished something of importance and value worthy of recognition, and experience a sense of joy.
Laissez-faire leadership is a management style in which leaders delegate the decision-making responsibilities to their subordinates. This approach fosters employee empowerment but can be considered the weakest form of management style in terms of structure.
Latitude refers to the ability to exercise judgment within a range of authority without outside interference. Commonly applied in corporate and managerial contexts, it allows individuals such as supervisors to make autonomous decisions based on their judgment.
An individual whose behavior and lifestyle closely conform to the social mores and expectations of an organization; derived from William F. Whyte's book The Organization Man.
Organizational Behavior is an academic field of study concerned with human behavior in organizations. It encompasses topics such as motivation, group dynamics, leadership, organization structure, decision making, careers, conflict resolution, and organizational development.
Organizational communication is the process by which activities and information are transmitted within an organization to achieve efficiency and effectiveness in achieving goals.
A paradigm shift refers to a fundamental change in a model or pattern that has been nearly universally accepted. It often marks a significant transformation in the way processes or concepts are understood or executed.
Participative budgeting is a budgeting process where various levels of management are involved in setting the budget. This method aims to boost ownership and accountability, ensuring that performance benchmarks reflect the input of those who are responsible for meeting them.
Pecking Order refers to a hierarchy or rank order within an organization, originally derived from the behavior of chickens where dominance is established through a series of physical interactions.
Quality of Work Life (QWL) is a concept that refers to the level of satisfaction, motivation, fulfillment, and well-being employees experience in their work environment. It addresses a variety of aspects in the workplace, including job satisfaction, work-life balance, relationships with colleagues, and work conditions.
Quality of Work Life (QWL) encompasses the overall employment environment within an organization that impacts the attitudinal and motivational mindset of employees. It involves various factors such as job satisfaction, work conditions, and employee benefits that contribute to the well-being and productivity of staff.
Situational Management is a management method whereby the current state of the organization determines which operational procedures will be implemented to achieve desired outcomes. It emphasizes a very adaptive management style.
Team management refers to the process of managing a prescribed set of activities by an organized work group in an organization. This involves setting goals and priorities, analyzing group work methods, and examining decision-making processes.
Theory Y posits that, under the right conditions, the average employee finds work to be a source of satisfaction, will exercise self-direction towards goals they are committed to, seeks responsibility, and is inherently creative. This theory contrasts with Theory X's more negative view of employee motivation and behavior.
A management theory developed by William Ouchi, describing the Japanese system of management characterized by workers' deep involvement in management, higher productivity than the U.S. management model, and a highly developed system of organizational and sociological rewards.
Workload refers to the measure of the amount and types of work performed by an individual within a given period of time. It encompasses both quantitative and qualitative aspects, assessing not only the total work executed but also the individual's perception of their capability to handle it.
