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MGMT 363 Fall 2024 > EXAM 1 > Flashcards

EXAM 1 Flashcards

(70 cards)

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1
Q

Organizational Behavior

A

Field or study devoted to understanding, explaining and ultimately improving the behaviors and attitudes of individuals in groups and organizations.

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2
Q

How do we know what we know about organizational behavior?

A

We can know this from our experience, authority, science, or our intuition.
-According to the professor, science is the best way to know something.

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3
Q

What is a theory?

A

A collection of assertions, both verbal and symbolic

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4
Q

Job Performance

A

The value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishments.

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5
Q

What does it mean to be a “good performer”?

A

-Task performance
-Citizenship behavior
-Counter Productive behavior

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6
Q

Task performance

A

The behaviors directly involved in transforming organizational resources into the goods or services an organization produces (that is, the behaviors included in one’s job description)

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7
Q

Job Analysis

A

-Generate a list of the activities involved in the job
-Rate the tasks on frequency and importance
-use most frequent and important tasks to define task performance

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8
Q

Types of citizenship behaviors

A

Voluntary activities that may or may not be rewarded but that contribute to the organization by improving the quality of the setting where work occurs.

Organizational: Voice, Civic Virtue, Boosterism

Interpersonal: Helping, Courtesy, Sportsmanship

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9
Q

Counter productive behavior:

A

Employee behaviors that intentionally hinder organizational goal accomplishment.

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10
Q

Organizational commitment

A

a desire on the part of an employee to remain a member of an organization.

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11
Q

Affective Commitment

A

A desire on the part of an employee to remain a member of an organization because of an emotional attachment to, and involvement with that organization
- You stay because you want to

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12
Q

Continuance Commitment

A

A desire on the part of an employee to remain a member of an organization because of an awareness of the costs associated with leaving it.
- You stay because you need to
- Sunk Costs

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13
Q

Normative Commitment

A

A desire on the part of the employee to remain a member of an organization because of a feeling of obligation
-You stay because you ought to

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14
Q

Withdrawal:

A

A set of actions that employees perform to avoid the work situation

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15
Q

Types of withdrawal

A

Exit-Voice-Loyalty-Neglect

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16
Q

Exit:

A

Ending or restricting organizational membership

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17
Q

Voice:

A

A constructive response where individuals attempt to improve the situation

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18
Q

Loyalty:

A

A passive response where the employee remains supportive while hoping for improvement

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19
Q

Neglect:

A

Reduced interest and effort in the job

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20
Q

Task Performance/Organizational commitment

A

Stars: High Task Performance, High Org. Commitment
Citizens: Low Task performance, High Org. Commitment
Lone Wolves: High Task performance, Low Org. Commitment
Apathetic: Low task performance, Low Org. Commitment

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21
Q

How exactly are the different forms of withdrawal related to one another?

A

-Independent forms
-Compensatory Forms
-Progression

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22
Q

Job Satisfaction

A

A pleasurable emotional state resulting from the appraisal of one’s job or job experiences

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23
Q

Value fulfillment

A

Value percept theory argues that job satisfaction depends on whether you perceive that your job supplies you with things that you value

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24
Q

Affective Component

A
  • Even the most satisfied employees aren’t always satisfied with every aspect of a job
  • Satisfaction levels wax and wane throughout the day due to things like moods and emotions
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25
Positive Emotions
Pride Relief Hope Love Joy Compassion
26
Negative emotions
Anger Anxiety Fear Guilt Shame Sadness Envy Disgust
27
- Emotional labor:
The work you are doing to exhibit an emotion, much like physical labor It is possible to get fatigued from emotional labor.
28
Stress
A psychological response to demands that possess certain stakes for a person and that tax or exceed the person’s capacity or resources
29
Hindrance stressors
- Role Conflict: - Role Ambiguity - Role overload - Daily hassle
30
Challenge Stressor:
Could be perceived as good challenges that sometimes result in stress - Time pressures - Work complexity - Work responsibly
31
Family stressors
- Work-family conflict - Financial uncertainty - Negative life events - Time demands from family - Personal development - Positive life events
32
How do people cope with their stress
Coping refers to the behaviors and thoughts people use to manage stressful demands and the emotions associated with those demands
33
Rule of one eighth
thought that only 12% of a firm will do what is best to build profits by putting people first
34
Method of Intuition
knowledge based upon it being obvious or evident to someone
35
Method of Experience
knowledge of something because it is consistent with a person's observations/experiences
36
Method of Authority
knowledge of something based upon a reputable official or source has said it is correct
37
Method of Science
knowledge of something based upon results being replicated using scientific studies
38
routine task performance
predictability to task demands based upon habitual or well known responses
39
adaptive task performance
unusual task demands are met by thoughtful responses by an employee
40
creative task performance
level of degree that individuals ideas or outcomes are useful and have some novelty
41
citizenship behavior
employee voluntary behaviors that contribute to goals by improving context of the way work is done
42
interpersonal citizenship behavior
assist and develop coworkers by going past normal job expectations
43
helping
assisting co workers who have workloads or assisting in personal matters
44
courtesy
the sharing of important information with co workers
45
sportsmanship
maintaining a good attitude with coworkers in both hard and good times
46
civic virtue
participation in organization operations that is more than normal through voluntary reading, meetings, news
47
organization citizenship behavior
loyalty and defense of organization and going beyond expectations to improve operations
48
boosterism
representing the organization publically in a positive manner
49
property deviance
behaviors that try to harm a firm's assets or property
50
sabotage
destroying equipment or products or processes of an organization on purpose
51
theft
stealing assets of an organization likely through products or equipment
52
production deviance
intentionally trying to reduce efficiency of work output by an organization
53
wasting resources
using excessive resources or too much time to accomplish little work
54
political deviance
behaviors that are directly done intentionally to disadvantage others
55
incivility
rude or impolite communication that lacks good manners
56
MGMT by Objectives (MBO)
evaluations of employees by management is based upon specific performance goals are met
57
Behaviorally Anchored Rating Scales (BARS)
use of critical incidents to evaluate job performance behaviors of an employee by management
58
360 degree feedback
evaluation that uses rating from various sources...employees and their supervisors, coworkers, subordinates
59
forced ranking
rating system used by managers to rank employees relative to one another
60
erosion model
suggest those employees with less invested with coworkers in terms of bonding are more likely to leave
61
social influence model
suggests that those who have coworkers that they are linked to, will leave if the coworker leaves
62
embeddedness
employees connection to a business or community and that person's sense of fit within it
63
moonlighting
the use of time on the job and the organization's resource to do non work related activities
64
independent forms model
behaviors are uncorrelated in withdrawal behavior, engaging in one has little to do with another
65
progression model
withdrawal behaviors from work are positively correlated, one withdrawal method likely cause others to occur
66
perceived organization support
how much a person believes an organization values their contributions and cares about them as a person
67
value percept theory
job satisfaction is based upon belief as to whether job gives things of value to him
68
job characteristics theory
has five core characteristics that in combination cause levels of satisfaction by a person on the job
69
variety
degree to which a job requires various activities and skills and how many different one are necessary
70
meaningfulness of work
state of a person's feelings about goals and task of work and how they contribute to society/person passions

MGMT 363 Fall 2024 (3 decks)

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