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Business Fundamentals > Chapter 9 > Flashcards

Chapter 9 Flashcards

1
Q

Define employee behaiour

A

pattern of actions by the members of an organization that directly or indirectly affects the organization.

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2
Q

What are factors of employee behaviour (3)

A

Performance, organizational citizenship, counterproductive behaviours (absenteeism, turnover)

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3
Q

Define personality

A

Fundamental traits relveant to organiations

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4
Q

What are the personality traits (5)

A

Agreeableness
Conscientiousness
Emotionality
Introversion/Extraversion
Openness

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5
Q

Define emotional intelligence/quotient (EQ) (5)

A

Social skills
Self awareness
Self regulation
Motivation
Empathy

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6
Q

Define attitudes

A

reflection of our beliefs and feelings about ideas situations and other people

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7
Q

Define job satisfaction

A

extent to which people have positive attitudes toward their jobs

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8
Q

Define organizational commitment

A

reflects an individual’s identification with the organization and its mission

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9
Q

Define psychological contract

A

expectations held by employees concerning their contribution to an organization and what the organization will provide in return

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10
Q

What are the contributions from an individual in the pyschological contract (6)

A

Effort
Ability
Loyalty
Skills
Time
Competency

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11
Q

What are the contributions from the organization in the pyschological contract (6)

A

Pay
Benefits
Job security
Status
Promotion opp.
Career opp.

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12
Q

Define person-job fit

A

Employee’s contributions, needs, job-related behaviours and abilities match the needs of the job

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13
Q

Define motivation

A

the set of forces that cause people to behave in certain ways

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14
Q

Give motivational theory names (4)

A

Classical theory and scientific management
Behaviour theory
Contemporary motivation theory

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15
Q

Define classical theory

A

workers are motivated primarily by money, therefore, paying employees more would result in higher levels of production

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16
Q

Define scientific management

A

analyze jobs and find more efficient ways to perform them (time-and-motion studies)

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17
Q

What makes up early behavioural theory (3)

A
  1. Human-Resources model (theory x and y)
  2. Maslow’s hierarchy of needs
  3. Two-Factor (motivator-hygiene_ theory
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18
Q

Define the Hawthorne effect

A

tendency for workers productivity to increase when they are receiving special attention from management

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19
Q

Define human resources model (theory x and y)

A

two diametrically opposed perceptions of employees

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20
Q

Define theory X

A

Employees dislike work
Lazy
Irresponsible
Uncooperative
Threaten, or punish, for results

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21
Q

Define theory Y

A

Employees like work
Energetic
Growth oriented
Responsible
Cooperative
Use intrinsic, rather than extrinsic rewards

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22
Q

Define Maslow’s hierarchy of needs

A

basic needs must be met before an individual seeks higher level needs.

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23
Q

What are the 5 levels of Maslow’s hierarchy

A
  1. Physiological
  2. Security
  3. Social
  4. Esteem
  5. Self-actualization
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24
Q

Define the Hertzberg Two-Factor theory

A

highlights two sets of factors associated with satisfaction and dissatisfaction in the workplace

25
Q

Define the motivation factors in the Two-Factor theory (5)

A

(Satisfaction v s. No Satisfaction)
Recognition
Responsibility
Advancement
Achievement
Work itself

26
Q

Define the hygience factors in the Two-Factor theory (5)

A

(Dissatisfaction v s. No Dissatisfaction)
Supervisors
Working Conditions
Pay and Security
Interpersonal Relations
Company Policies and Procedures

27
Q

What makes up the Contemporary Motivation Theory

A

Expectancy and Equity theories

28
Q

Define the Expectancy theory

A

people are motivated to work towards rewards that they want and believe they have a reasonable chance of obtaining

29
Q

Define Equity theory

A

individuals compare their perception of what they contribute and receive to what others contribute and receive; result is a feeling of equity or inequity; ratios must be fair, not the same, to perceive equity

30
Q

What are some strategies to enhance motivation (7)

A

Reinforcement/Behaviour Modification Theory
Goal Setting Theory
Management by Objectives
Participative Management and Empowerment
Team Management
Job Enrichment and Job Redesign
Modified Work Schedules

31
Q

Define reinforcement

A

applying (or withholding) positive (or negative) consequences in order to motivate employees
positive reinforcement
punishment
omission
negative reinforcement

32
Q

Define the Goal Setting theory

A

focus on setting goals top help motivate employees
S M A R T Goals
Specific
Measurable
Achievable
Realistic
Time framed

33
Q

Define management by objectives

A

system of collaborative goal setting that extends from the top to the bottom of the firm
employees learn more about company-wide objectives
feel as though they are part of a team
see how they can improve company performance by achieving their own goals

34
Q

Define participative management and empowerement

A

employees are more satisfied if they have a say in how they do their jobs and how the company is managed (Wikis, Quality Circle)
employees feel more committed to goals (not desired by all employees)

35
Q

Define team management

A

individual employees are given decision-making responsibility for certain narrow activities

36
Q

Define the types of teams in team management (5)

A

Problem Solving Teams
Transnational Teams
Self-Managed Teams
Project Teams (Venture)
Virtual Teams

37
Q

Define job enrichement

A

expanding or adding one or more motivating factors to a job
used to increase job satisfaction

38
Q

Define job redesign

A

increases job satisfaction by improving the employee–job fit
combining tasks
creating natural work groups
establishing client relationships
useful for individuals with strong need for growth or achievement

39
Q

Define modified work schedules + ex (4)

A

allow individuals to fulfill work commitments more effectively around personal or community obligations
Flextime
compressed workweek
telecommuting
workshare programs

40
Q

Define flextime

A

adjusts the standard daily work schedule to fit employees’ needs
all must be available during the core time
start and end times can vary

41
Q

Define compressed workweek

A

employees work less days but complete the same amount of hours

42
Q

Define telecommuting

A

employees do all or some work away from the office
home-based office technology is used (computers, voicemail, email, modems, smart phones, overnight delivery services)

43
Q

Define workshare (job sharing) programs

A

two people share a single, full-time position
useful for those who wish to stay in the workforce part-time (mothers with young children, partially retired persons)

44
Q

Which group of people make up the majority of workshare employees

A

university-educated women in professional occupations

45
Q

Define leadership

A

process of motivating others to meet goals

46
Q

Define trait approach

A

identifies traits that would distinguish leaders from non-leaders

47
Q

Define behavioural approach

A

determines how the behaviours of successful leaders differs from those of unsuccessful leaders
task oriented v s. employee oriented

48
Q

Define leadership styles (3)

A

Autocratic
Democratic
Free-Rein
many managers use one style but some may use a combination of styles depending on the situation

49
Q

Define contingency/situational approach

A

Leaders behave differently in different situations
Based on:
characteristics of the leader
characteristics of the subordinates
characteristics of the situation

50
Q

Define transactional leadership

A

emphasizes routine, regimented activities that focus on maintaining stability or the status quo

51
Q

Define transformational leadership

A

the ability of the leader to recognize the need for change; create a vision to make that change happen

52
Q

Define charismatic leadership (4)

A

possess a high level of confidence
possess a strong need to influence others
communicate high expectations of subordinates
generally more successful at influencing subordinates

53
Q

Define leaders as coaches

A

help select team members and other new employees
provide some general direction
help train and develop the team
help the team get the information and resources

54
Q

Define gender and leadership

A

more women in management roles
women tend to be more democratic when making decisions

55
Q

Define cross-cultural leadership

A

new leaders are coming from diverse backgrounds
these new leaders may have different leadership styles

56
Q

Define strategic leadership

A

able to see the whole picture and envision necessary changes

57
Q

Define ethical leadership

A

follows high standards of ethical leadership

58
Q

Define virtual leadership

A

involves communication electronically rather than face to face

Business Fundamentals (15 decks)

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