Note 3 - Note PDF

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Negative bargaining zone - The zone that exists when negotiators' acceptable positions do not overlap and no settlement will be acceptable to both parties

Negative reinforcement - Act of removing an aversive condition in response to a desired behavior

Negotiation - A process by which two parties attempt to reach agreement on an issue by offering and reviewing various positions or courses of action

Nonprogrammed decisions - Decisions that are made in response to novel, poorly defined, or unstructured situations that require managers to use their best judgments

Nonverbal communication - Use of body language, vocal qualities, and space and objects to convey meaning to messages

Norming stage - Occurs when team members uncover ways to create new standards that encourage more collaborative behavior

Openness - Ease with which individuals show emotions and are emotionally accessible to other people when they communicate

Package reservation value - The lowest value that a negotiator will be willing to accept for a package offer

Participation - The extent to which individuals engage in the process of generating solutions and articulating their opinions and perspectives

Path-goal theory of leadership - The most important aspect in leadership is the follower's expectation that a task can be accomplished and that it will lead to rewards

Performing stage - Occurs when team members adopt and play roles that enhance the activities of the group

Personal power - Power that is obtained from having personal attributes that others desire

Personality - A system of enduring inner characteristics, tendencies, and temperaments that are both inherited and shaped by social, cultural, and environmental factors

Persuasion - Process by which an individual or a group captures an audience and influences, changes, or reinforces their perspectives, opinions, and behaviors

Political model - Acknowledges that most organizational decisions involve many managers who have different goals and who have to share information to reach an agreement

Position - The perspective a person takes on an issue

Positional power - Power that comes from an individual's formal place within an organization's structure

Positive bargaining zone - The zone that exists when negotiators' acceptable positions overlap

Positive reinforcement - Act of rewarding a desired behavior

Power - The potential of one individual or a group to influence the behavior, thinking, or attitudes of another individual or group

Process theories - Goal-Setting, Expectancy, and Equity Theory

Programmed decisions - Decisions that are made in response to recurring organizational problems that require individuals to follow established rules and procedures

Punishment - Act of presenting an aversive stimulus in response to an undesired behavior

Realistic conflict theory - Proposes that limited resources will lead to conflict between groups

Referent power - Power based on the personal liking an individual has for another

Reinforcement theory - Explains that both positive and negative reinforcements can induce certain behaviors

Relational power - Power gained from the networks to which an individual belongs, the people in those networks, and the strength of the relationships within the networks

Relations-oriented behavior - Behaviors that prioritize interpersonal relationships, the value of workers as humans, and a strong commitment to the unit and its mission

Relationship life cycle - Phases in which a leader and follower undergo a process that dictates whether followers become part of the in-group or out-group

Representativeness heuristic - Individuals tend to look for traits in another person or situation that corresponds with previously formed stereotypes

Reservation value - The lowest offer a negotiator is willing to accept. It is the point at which a negotiator is indifferent between accepting a proposed offer and rejecting it in favor of pursuing his or her BATNA

Resilience - The belief that one can control or adapt to certain events and outcomes and be able to bounce back from difficulty

Resource scarcity - The lack of sufficient resources, such as money and staff that forces individuals in organizations to make critical decisions on how to best allocate the available resources throughout the company

Reward power - Power that gives someone the ability to reward another for his or her behavior

Satisficing - The act of choosing a solution that is good enough

Self-awareness - An understanding of one's thoughts, feelings, and behaviors

Self-directed teams - Team members' ability to determine their own objectives and the methods by which to achieve them

Self-efficacy - The belief that one has the capabilities to accomplish organizational goals

Self-monitoring - The ability of individuals to read cues from their environment to assess their behavior. People can vary from being high self-monitors to being low self-monitors

Situational leadership - Leaders have the flexibility and range of skills to adapt their leadership behavior. This type of leadership is based on the interplay of:

Social identity theory - Proposes that group members of an in-group will seek to find negative aspects of an out-group to enhance their self-image

Social loafing - Disengaging from the team process and failing to contribute to the team's recommendations or other deliverables...