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Management > chapter 10 > Flashcards

chapter 10 Flashcards

1
Q

making changes in response to problems or opportunities as they arise.

A

reactive change

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2
Q

planned change, involves making carefully thought-out changes in anticipation of possible or expected problems or opportu-nities.

A

proactive change

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3
Q

any machine or process that enables an organization to gain a competitive advantage in changing materials used to produce a finished product.

A

technology

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4
Q

which the company is legally required to adhere to socially beneficial practices, such as helping consumers, employees, or the environ-ment.

A

benefit corporation

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5
Q

the reintroduction of a familiar practice-the implementation of a form of change that has already been experienced within the same organization.

A

adaptive change

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6
Q

the introduction of a practice that is new to the
organization.

A

innovative change

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7
Q

introduces a practice that is
new to the industry.

A

radically innovative change

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8
Q

is a technique to determine which forces could facilitate a proposed change and which forces could act against it.

A

force-field analysis

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9
Q

set of techniques for implementing planned change to make people and organizations more effective.

A

organizational development

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10
Q

a consultant with a background in behavioral sciences who can be a catalyst in helping organizations deal with old problems in new ways.

A

change agent

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11
Q

the attempt to correct the diagnosed problems.

A

intervention

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12
Q

a change in the appearance or functionality/performance of a product or a service or the creation of a new one.

A

product innovation

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13
Q

a change in the way a product or a service is conceived, manu-factured, or distributed.

A

process innovation

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14
Q

set of mutually reinforcing struc-tures, processes, and practices that drive an organization’s choices around innovation and its ability to innovate successfully.

A

innovation system

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15
Q

(1) extroversion, (2) agreeableness, (3) conscientiousness, (4) emotional stability, and (5) openness to experi-
ence.

A

big 5 personality dimensions

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16
Q

represents a broad personality trait comprising four positive individual traits: (1) self-efficacy, (2) self-esteem, (3) locus of control, and (4) emotional stability.

A

core self-evaluation

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17
Q

the belief in one’s
personal ability to do a task.

A

self-efficacy

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18
Q

represents the belief in one’s general ability to perform across different situations.

A

generalized self-efficacy

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19
Q

the debilitating lack of faith in your ability to control your environment.27

A

learned helplessness

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20
Q

the extent to which people like or dislike themselves, their overall self-evaluation.

A

self-esteem

21
Q

indicates how much people believe they control their fate through their own efforts.

A

locus of control

22
Q

the extent to which people feel secure and unworried and how likely they are to experience negative emotions under pressure.

A

emotional stability

23
Q

the ability to monitor your and others’ feelings and to use this information to guide your thinking and actions.

A

emotional intelligence

24
Q

dedicated to better understanding and managing people at work.

A

organizational behavior (OB)

25
Q

abstract ideals that guide one’s thinking and behavior across all situations.

A

values

26
Q

defined as a learned predisposition toward a given object

A

attitude

27
Q

consists of the feelings or emotions one has about a situation.

A

affective component of attitude

28
Q

consists of the beliefs and knowledge one has about a situation.

A

cognitive component of attitude

29
Q

how one intends or expects to behave toward a situation.

A

behavioral component of attitude

30
Q

refers to the attitudes or beliefs that affect our understanding, actions, and decisions in a conscious manner

A

explicit bias

31
Q

defined as the attitudes or beliefs that affect our understanding, actions, and decisions in an unconscious manner

A

implicit bias

32
Q

we form an impression of an individual based on a single trait.

A

halo effect

33
Q

the activity of inferring causes for observed behavior.

A

casual attribution

34
Q

people attribute another person’s behavior to his or her personal characteristics rather than to situational factors.

A

fundamental attribution bias

35
Q

people tend to take more personal responsibility for success than for failure.

A

self-serving bias

36
Q

also known as the Pygmalion (“pig-mail-yun”) effect, describes the phenomenon in which people’s expectations of themselves or others lead them to behave in ways that make those expectations come true.

A

self-fulfilling prophecy

37
Q

defined as voluntary behavior intended to benefit another, such as helping, donating, sharing, and com-forting.

A

pro social behavior

38
Q

which represents the desire to promote the well-being of others.

A

pro social motivation

39
Q

which are those employee behav-lors that are not directly part of employees’ job descriptions-that exceed their work-role requirements.

A

organizational citizenship behaviors

40
Q

which are types of behavior that harm employees and the organization as a whole.

A

counterproductive work behaviors

41
Q

those human differences that
exert a powerful, sustained effect throughout every stage of our lives: gender, age, ethnicity, race, sexual orientation, and physical abilities.

A

internal dimensions diversity

42
Q

metaphor for an invisible barrier preventing women and minorities from being promoted to top executive jobs.

A

glass ceiling

43
Q

working at jobs that require less education than they have.

A

underemployed

44
Q

represents employees’ perceptions about the extent to which an organization supports diversity

A

diversity climate

45
Q

reflects the extent to which people feel free to express their ideas and beliefs without fear of negative consequences.

A

psychological safety

46
Q

meaning they are involved in a chronic, determined struggle to accomplish more in less time.

A

Type A behavior

47
Q

administrative changes, that managers can make to reduce stressors and Improve employee well-being

A

buffers

48
Q

include a host of programs aimed at helping employees to cope with stress, burnout, substance abuse, physical and mental health-related problems, family and marital issues, and any general problem that negatively influences job performance.

A

employee assistance programs

49
Q

focuses on self-responsibility, nutritional awareness, relaxation techniques, physical fit. ness, and environmental awareness.

A

holistic wellness program

Management (15 decks)

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