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Applicable Terms & Theories Flashcards

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1
Q

Theory X

A

People dislike work and need to be micromanaged

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2
Q

Theory Y

A

People are self-motivated and work is natural for them

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3
Q

Total Quality Management Movement

A

Focuses on quality and customer satisfaction through trust, teamwork, and respect

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4
Q

Contingency Approach

A

Each situation needs to be considered case-by-case

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5
Q

Levels of OB

A

Individual Behaviors (personality, conflict)
Group Behaviors (teamwork, diversity)
Organizational Behaviors (culture, training)

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6
Q

Big 5 Model of Personality (O)

A

Openness to experience: curious and imaginative

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7
Q

Big 5 Model of Personality (C)

A

Conscientiousness: organized and dependable

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8
Q

Big 5 Model of Personality (E)

A

Extraversion: sociable and outgoing

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9
Q

Big 5 Model of Personality (A)

A

Agreeableness: cooperative, trusting, and friendly

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10
Q

Big 5 Model of Personality (N)

A

Neuroticism: relaxed and calm

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11
Q

Core Self-Evaluation 4 Components

A

Self-efficacy: belief in your chance at success
Self-esteem: general belief of self-worth
Locus of Control: deciding who is responsible for actions
Emotional Stability

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12
Q

Internal Locus of Control

A

High control over future outcomes (effort and talent)

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13
Q

External Locus of Control

A

Little control over future outcomes (other people’s fault)

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14
Q

Kelley’s Model of Attribution

A

Consensus: comparing behavior to other people
Distinctiveness: comparing behavior in other situations/tasks
Consistency: comparing behavior across time

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15
Q

Kelley’s Model of Attribution- Consensus (High vs. Low)

A

High: behavior is similar to peers
Low: behavior is not similar to peers

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16
Q

Kelley’s Model of Attribution- Distinctiveness (High vs. Low)

A

High: behavior is different in other situations
Low: behavior is similar in other situations

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17
Q

Kelley’s Model of Attribution- Consistency (High vs. Low)

A

High: behavior in this situation is consistent over time
Low: behavior in this situation is different over time

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18
Q

Maslow’s Need Hierarchy Theory Components

A

Bottom-Top
Physiological Needs
Safety Needs
Social/Love Needs
Esteem Needs
Self-Actualization Needs

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19
Q

Maslow’s (Physiological Needs)

A

Most basic needs (food, air, water)

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20
Q

Maslow’s (Safety Needs)

A

Need to be safe from harm

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21
Q

Maslow’s (Social/Love Need)

A

Need to be loved and to love, includes affection and belonging

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22
Q

Maslow’s (Esteem Need)

A

Need for self-confidence, reputation, prestige, and recognition from others

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23
Q

Maslow’s (Self-Actualization Need)

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A

Need for self-fulfillment and to become the best version of yourself

24
Q

Mclelland’s Acquired Needs Theory components

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A

Need for achievement
Need for affiliation (social relationships)
Need for power

25
Self-Determination Theory components
Need for competence (feeling knowledgeable and capable) Need for autonomy (freedom) Need for relatedness (feeling a sense of belonging)
26
Herzberg's Motivator-Hygeine Theory Factors
Hygiene: work context (environment, salary, and management) Motivating: work context of the tasks being performed (achievement, recognition, and advancement)
27
Equity Theory Implications
Equity: increased motivation & satisfaction Inequity: decreased motivation & satisfaction
28
Justice Theory components
Distributive Justice, Procedural Justice, and Interactional Justice
29
Justice Theory (Distributive)
Fairness of how resources and rewards are distributed
30
Justice Theory (Procedural)
Fairness of the processes and procedures used to make allocation decisions
31
Justice Theory (Interactional)
Quality of the interpersonal treatment when procedures are implemented
32
High Procedural Justice & Low Distributive Justice
The outcome isn't fair but the process is
33
Low Procedural Justice & High Distributive Justice Example
Process isn't fair but the outcome is
34
Expectancy Theory
People do things that lead to desired outcomes
35
Job Characteristics Model Components
Skill Variety, Task Identity, Task Significance, Autonomy, and Feedback
36
JCM- Skill Variety
The more skills the job requires, the more interesting employees perceive the job
37
JCM- Task Identity
By interacting with all parts of your job from beginning to end, you tend to care more about it
38
JCM- Task Significance
How much you believe your job matters leads you to care more
39
JCM- Autonomy
Extent to which the job lets an employee experience independence in all areas
40
JCM- Feedback
Receiving clear advice allows employees to make improvements or adjustments as needed
41
"Great Man" Approach
Identifies personality characteristics or interpersonal attributes that can be used to separate leaders from followers
42
Modern Trait Theories
Assume that leaders do have distinct traits but that the traits CAN be developed through learning and experience
43
Trait Approach to Leadership
Attempts to identify personality traits or interpersonal attributes that differentiate leaders from followers
44
Equity Theory Components
Outputs: What someone gets from the job Inputs: What someone puts into the job
45
OSU Leadership Studies vs. Michigan Studies
OSU: leadership should focus on initiating structure and consideration of the people Michigan: you can either get things done or focus on the human/employee side of things (ONLY ONE)
46
Relationship-Oriented Leadership Components
Consideration (leaders ability to prioritize others needs and desires) Empowerment (leaders ability to empower others) Servant-leadership (leaders ability to put service to others above self) Ethical leadership (leaders ability to model ethical behaviors)
47
Fiedler's Contingency Model
Leaders have one leadership style: task-motivated or relationship-motivated
48
Fiedler's (LPC)
High LPC: relationship-motivated style Low LPC: task-motivated style
49
Transformational Leadership
Leaders who transform their followers and organizations
50
Transformational Leadership 4 I's
Inspirational motivation Idealized influence (lead by example) Individualized consideration (provide support and encouragement) Intellectual stimulation (encourage employees to seek innovative and creative solutions to problems)
51
Leader-Member Exchange Theory (LMX)
Relationship-based form of leadership focused on the relationships between a leader and their followers
52
LMX (High vs. Low)
In-group exchange: mutual trust, respect and liking (HIGH LMX) Out-group exchange: more formal relationship, focuses on economic exchange; performance and pay (LOW LMX)
53
Organizational Citizenship Behavior (OCB)
Describes the voluntary contributions employees make to their organizations that positively impact the work environment
54
*Implicit Leadership Theory
Proposes that people have beliefs about how leaders should behave & what they should do for their followers
55
*House's Path-Goal Theory
Holds that leader behaviors are effective when employees view them as a path to satisfaction
56

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