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organizational behavior > Exam 2 > Flashcards

Exam 2 Flashcards

1
Q

3 key elements of motivation

A

intensity, direction, persistence

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2
Q

intensity

A

how hard a person tries

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3
Q

direction

A

where efforts are aimed

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4
Q

persistence

A

how long a person can maintain effort

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5
Q

maslows hierarchy of needs

A

physiological, safety-security, social-belongingness, esteem, self-actualization

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6
Q

physiological needs

A

Includes hunger, thirst, shelter, sex, and other bodily needs

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7
Q

safety-security needs

A

Security and protection from physical and emotional harm

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8
Q

social-belongingness

A

Affection, belongingness, acceptance, and friendship

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9
Q

esteem

A

Internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention.

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10
Q

self-actualization

A

Drive to become what we are capable of becoming; includes growth, achieving our potential, and self-fulfillment

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11
Q

McClelland’s Needs Theory

A

A theory that states achievement, power, and affiliation are three important needs that help explain motivation.

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12
Q

need for achievement

A

The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed.

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13
Q

need for power

A

the need to make others behave in a way they would not have otherwise.

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14
Q

need for affiliation

A

the desire for friendly and close interpersonal relationships

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15
Q

self determination theory

A

A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation.

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16
Q

cognitive evaluation theory

A

A version of self-determination theory allocating extrinsic rewards for behavior that was previously intrinsically rewarding lowers motivation if rewards are controlling

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17
Q

intrinsic motivation

A

doing something because you enjoy it

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18
Q

extrinsic motivation

A

doing an activity based on meeting an external goal, garnering praise and approval, winning a competition, or receiving an award or payment

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19
Q

goal-setting theory

A

A theory stating that specific and difficult goals, with feedback, lead to higher performance.

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20
Q

goal commitment

A

The individual believes he or she can achieve the goal and wants to achieve it

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21
Q

task characteristics

A

Higher goal performance with simple or independent tasks

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22
Q

national culture goal setting

A

Setting specific, difficult, individual goals may have different effects in different cultures.

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23
Q

expectancy theory

A

our tendency to act a certain way depends on our expectation of a given outcome

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24
Q

Expectancy

A

effort-performance: The probability perceived by the individual that exerting a given amount of effort will lead to performance.

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25
Q

Instrumentality

A

performance-reward relationship: The degree to which the individual believes performing at a particular level will lead to the attainment of a desired outcome.

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26
Q

Valence

A

reward-goals: organizational rewards satisfy an individual’s personal goals or needs

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27
Q

self efficacy theory

A

An individual’s belief that he or she is capable of performing a task.

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28
Q

enactive mastery

A

gaining relevant experience with the task or job.

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29
Q

vicarious modeling

A

becoming more confident because you see someone else doing the task.

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30
Q

verbal persuasion

A

We become more confident when someone convinces us we have the skills necessary to be successful.

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31
Q

arousal

A

leads to an energized state, so we get “psyched up,” feel up to the task, and perform better.

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32
Q

steps to Promote Organizational Justice

A

pay workers what they deserve, follow open and fair procedures, offer workers a voice, meet regularly and invite input, conduct employees surveys, keep an open door policy

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33
Q

job characteristics model

A

skill variety, task identity, task significance, autonomy, feedback

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34
Q

skill variety

A

The degree to which a job requires a variety of different activities.

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35
Q

task identity

A

The degree to which a job requires completion of a whole and identifiable piece of work.

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36
Q

task significance

A

The degree to which a job has a substantial impact on the lives or work of other people.

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37
Q

autonomy

A

freedom in scheduling the work and determining the procedures to be used.

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38
Q

feedback

A

The degree to which job activities require feedback on individual performance

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39
Q

seeking system theory

A

jobs that provide opportunity for self expression, experimentation, and purpose activate the seeking system in our brain, resulting in increased levels of creativity, enthusiasm, curiosity, and zest

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40
Q

job rotation

A

The periodic shifting of an employee from one task to another.

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41
Q

job sharing

A

An arrangement that allows two or more individuals to split a traditional 40-hour-a-week job.

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42
Q

job enrichment

A

Adding high-level responsibilities to a job to increase intrinsic motivation.

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43
Q

job enrichment six characteristics

A

combine tasks, form natural work units, establish client relationships, expand job vertically, open feedback channels, relational job design

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44
Q

telecommuting

A

Working from home at least 2 days a week through virtual devices that are linked to the employer’s office.

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45
Q

flextime

A

employees must work a specific number
of hours per week but may vary their hours of work, within limits.

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46
Q

employment involvement and participation (EIP)

A

A participative process that uses the input of employees
to increase employee commitment to organizational success.

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47
Q

variable pay

A

A pay plan that bases a portion or all of an employee’s pay on some individual and/or organizational measure of performance.

48
Q

piece rate

A

A pay plan in which workers are paid a fixed sum for each unit of production completed.

49
Q

merit based

A

A pay plan based on performance appraisal ratings.

50
Q

profit sharing

A

An organization-wide program that distributes compensation based on some established formula designed around a company’s profitability.

51
Q

employee stock ownership

A

A company-established benefits plan in which employees acquire stock, often at below-market prices, as part of their benefits.

52
Q

flexible benefits

A

A benefits plan that allows each employee to put together a benefits package tailored to his or her own needs and situation.

53
Q

employee recognition

A

A plan to encourage specific employee behaviors by formally appreciating specific employee contributions.

54
Q

general framework for increasing motivation

A

recognize individual differences, give specific and reachable goals, provide feedback, allow for employee input, link reward to performance, check the system for equity

55
Q

challenges for motivating employees

A

every employee is different, There are limits to the
types of extrinsic or intrinsic rewards that can be offered, Every motivation theory has its weaknesses

56
Q

group

A

Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives.

57
Q

social identity theory

A

Perspective that considers when and why individuals consider themselves members of groups.

58
Q

ingroup

A

members in our group

59
Q

outgroup

A

everyone outside the group but is more usually an identified other group.

60
Q

stages of group development/punctuated equilibrium model

A

The first meeting sets the group’s direction, the first phase of group activity is one of inertia and thus slower progress, a transition takes place exactly when the group has used up half its allotted time, this transition initiates major changes, a second phase of inertia follows the transition, the group’s last meeting is characterized by markedly accelerated activity

61
Q

6 group properties

A

roles, norms, status, size, cohesiveness, diversity

62
Q

role perception

A

An individual’s view of how he or she is supposed to act in a given situation.

63
Q

role expectation

A

How others believe a person should act in a given situation.

64
Q

role conflict

A

A situation in which an individual is confronted by divergent role expectations.

65
Q

status characteristics

A

power one wields over another, persons ability to contribute to group goals, individuals personal characteristics

66
Q

minimizing social loafing

A

setting group goals so everyone works toward same goal, increase intergroup comp to focus on shared outcomes, peer evaluations, highly motivated team members, basing group rewards on each members unique contribution

67
Q

increase cohesiveness

A

make it smaller, agreement with groups goals, increase time group spends together, increase status, comp with other groups, group level rewards not ind, physically isolate the group

68
Q

faultline

A

The perceived divisions that split groups into two or more subgroups based on individual differences such as sex, race, age, work experience, and education.

69
Q

classifications of deviant workplace behavior

A

production, property, political, personal aggression

70
Q

high cohesiveness high norms

A

high productivity

71
Q

low norms high cohesiveness

A

low productivity

72
Q

high norm low cohesiveness

A

moderate productivity

73
Q

low norm low cohesiveness

A

moderate to low

74
Q

group strengths

A

more info and knowledge, increased diversity of views, greater acceptance of a solution

75
Q

group weakness

A

conformity pressures, likelihood of one person dominating, ambiguous responsibility

76
Q

conformity pressures

A

groups from collectivistic cultures lean toward conformity, higher power distance lean toward leaders, higher status take forceful approach, avoidance norm less likely to include less assertive members

77
Q

groupthink

A

A phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action.

78
Q

groupshift

A

A change between a group’s decision and an individual decision that a member within the group would make

79
Q

phases of team development

A

forming, storming norming, performing adjourning

80
Q

groups purpose

A

share information and help each group member with their area of responsibility

81
Q

teams purpose

A

create collaboration through coordinated effort and
complementary skills

82
Q

groups vs teams

A

groups: indv accountability, performance = sum of indv contributions
teams: indv and mutual accountability, performance > sum indv contributions

83
Q

types of teams

A

problem solving- self managed, cross functional, virtual

84
Q

problem solving team

A

Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment.

85
Q

self-managed team

A

Groups of 10 to 15 employees who take on responsibilities of their former supervisors.

86
Q

cross functional teams

A

Employees from about the same hierarchical level but from different work areas who come together to accomplish a task.

87
Q

virtual teams

A

Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.

88
Q

effective team composition

A

Members’ abilities, personality, allocating roles, diversity, size of teams, member preferences

89
Q

effective team process

A

Common plan and purpose, specific goals, team efficacy, team cohesion, mental models, conflict levels, social loafing

90
Q

effective team context

A

Adequate resources, Leadership and structure, Climate of trust, Performance evaluation and rewards systems

91
Q

psychological safety

A

being able to express yourself and your concerns in the workplace without fear of consequences

92
Q

communication

A

the transfer and understanding of meaning

93
Q

functions of communication

A

helps manage behavior, enables sharing of emotions, provides feedback, influences behavior, info exchange

94
Q

communication process

A
  1. sender, 2. encoding, 3. message, 4. channel, 5. decoding, 6. receiver, 7. noise, 8. feedback
95
Q

downward communication

A

Communication that flows from one level to a lower level

96
Q

upward communication

A

flows to a higher level in the group or organization.

97
Q

lateral communication

A

flows between members at the same level in separate work groups

98
Q

chain small group network

A

rigidly follows the formal chain of command

99
Q

wheel small group network

A

relies on a central figure to act as the conduit for all group communication

100
Q

all channel group network

A

permits group members to actively communicate with each other; most often characterized by self-managed teams

101
Q

grapevine

A

An organization’s informal communication network.

102
Q

modes of communication

A

oral, written, nonverbal

103
Q

channel richness

A

The amount of information that can be transmitted during a communication episode.

104
Q

choice of communication in ascending channel richness

A

formal boards/bulletins, memos/letters, prerecorded speeches, emails, online discussion groups, voicemails, live speeches, telephone convo, video conferences, face-to-face convo

105
Q

filtering barrier

A

manipulating the info so the receiver will like it better

106
Q

selective perception barrier

A

receivers in the communication process selectively see and hear based on their needs, motivations, experience, backgrounds, and other personal characteristics.

107
Q

information overload

A

A condition in which information inflow exceeds an individual’s processing capacity.

108
Q

emotions barrier

A

interpreting info differently based on your emotion

109
Q

language barrier

A

words mean different things to different people

110
Q

silence barrier

A

absence of information; the message to communicate noninterest or the inability to deal with a topic.

111
Q

communication apprehension barrier

A

Undue tension and anxiety about oral communication, written communication, or both.

112
Q

lying barrier

A

deliberately withholding information about a mistake; actively denying your role in the mistake

113
Q

semantics cultural barriers

A

Some words don’t translate between cultures

114
Q

word connotations cultural barriers

A

Words imply different things in different languages.

115
Q

tone differences cultural barriers

A

language is formal; in others, it’s informal.

116
Q

resolving conflict cultural barriers

A

People from individualist cultures tend to be more comfortable with direct conflict

117
Q

empathetic listening/communication techniques

A

eye contact, tone of voice, paraphrase, avoid jargon, analog/metaphor, “I” statements, body language, win/win, check-in, summarize/follow up

organizational behavior (3 decks)

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