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I/O Psychology > Exam 3 > Flashcards

Exam 3 Flashcards

0
Q

A theory developed in the early 20th century that described the form and structure of organizations.

A

Classical theory of organizations

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1
Q

A coordinated group of people who perform tasks to produce goods or services, colloquially referred to as a company.

A

Organization

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2
Q

The concept that organizations should be divided into units that perform similar functions.

A

Functional Principle

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3
Q

The concept that organizations are structured by a chain of command that grows with increasing levels of authority.

A

Scalar principle

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4
Q

The concept that each subordinate should be accountable to only on supervisor.

A

Unity of command

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5
Q

The concept of differentiating organizational work into primary and support functions.

A

Line/staff principle

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6
Q

Organizational work that directly meets the major goals of an organization.

A

Line functions

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7
Q

Organizational work that supports line activities.

A

Staff functions

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8
Q

The concept that refers to the number of subordinates a manager is responsible for supervising.

A

Span-of-control principle

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9
Q

A theory developed in the 1950’s that described psychological or behavioral issues associated with organizations.

A

Neoclassical theory of organizations

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10
Q

The arrangement of work functions within an organization designed to achieve efficiency and control.

A

Structure

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11
Q

The human components of a work organization that influence the behavior of individuals and groups.

A

Social System

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12
Q

A set of expectations about appropriate behavior in a position.

A

Role

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13
Q

The product of perceptual differences regarding the content of a person’s role or the relative importance of its elements.

A

Role Conflict

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14
Q

The conflict experienced in a role as a necessity to compromise either the quantity or quality of performance.

A

Role overload

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15
Q

A set of shared group expectations about appropriate behavior

A

Norm

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16
Q

The language, values, attitudes, beliefs, and customs of an organization.

A

Culture

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17
Q

The process by which an organization reduce its number of employees to achieve greater overall efficiency.

A

Downsizing

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18
Q

Outsourcing

A

The process of eliminating jobs within the organization by having those work functions contracted to other organizations.

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19
Q

Offshoring

A

The process of elimination jobs within the organization by which having those work functions performed in cheaper labor markets overseas (offshore).

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20
Q

The joining or combining of two organizations of proximately equal status and power.

A

Organizational Merger

21
Q

The process by which one organization acquires or subsumes the resources of a second organization.

A

Acquisition

22
Q

Organizational change

A

The methods by which organizations evolve to become more adaptive to pressing economic and social conditions.

23
Q

A standard of organizational performance that recognizes the need for organizations to contribute to economic, social, and environmental welfare.

A

Organizational Responsibility

24
Q

A social aggregation in which a limited number of individuals interact on a regular basis to accomplish a set of shared objectives for which they have mutual responsibility.

A

Team

25
Q

The unit or level (individuals, teams, organizations, nations, etc.) that is the object of the researchers’ interest and about which conclusions are drawn from the research.

A

Level of analysis

26
Q

A type of team created for the purpose of focusing on solving ongoing problems or issues.

A

Problem-resolution team

27
Q

A type of team created for the purpose of developing innovative possibilities or solutions.

A

Creative team

28
Q

A type of team created for the purpose of executing a well-defined plan or objective.

A

Tactical team

29
Q

A type of team created for a limited duration that is designed to address one articular problem.

A

Ad hoc team

30
Q

The process of mutual adjustment between the team and its members, especially new members.

A

Socialization

31
Q

The cognitive process held in common by members of a team regarding how they quire information analyze it, and respond to it.

A

Shared mental model

32
Q

A phenomenon associated with team decision making in which member feel threatened by forces external to the team, resulting in deterioration in the cognitive processing of information.

A

Groupthink

33
Q

A type of team in which the members, often geographically dispersed, interact through electronic communication and may never meet face-to-face

A

Virtual team

34
Q

A phenomenon identified in groups or teams in which certain individuals withhold effort or contributions to the collective outcome.

A

Social loafing

35
Q

A theory of motivation based on the perceived degree of relationship between how much effort a person expends and the performance that results form the effort.

A

Expectancy theory of motivation.

36
Q

A theory of motivation based on directing one’s effort toward the attainment of specific goals that have been set or established.

A

Goal-setting theory of motivation

37
Q

A theory of motivation based on the setting of goals and the receipt of accurate feedback that is monitored to enhance the likelihood of goal attainment.

A

Self-regulation theory of motivation

38
Q

A sense of personal control and being able to master one’s environment.

A

Self-efficacy

39
Q

A theory of motivation based on the presence of dimensions or characteristics of jobs that foster the expenditure of effort.

A

Work design theory of motivation

40
Q

The process of designing work so as to enhance individual motivation to perform the work.

A

Job enrichment

41
Q

A concept of motivation whereby individuals are psychically immersed in emotionally and intellectually fulfilling work.

A

Work Engagement

42
Q

A conception that leadership is best understood in terms of traits or dispositions held by an individual that are accountable for the observed leadership.

A

Trait approach to leadership

43
Q

A conception that leadership is best understood in terms of the actions taken by an individual in the conduct of leading a group.

A

Behavioral approach to leadership

44
Q

A conception that leadership is best understood by the use of the power and influence exercised by a person with a group.

A

Power and influence approach to leadership

45
Q

A theory of leadership based on the nature of the relationship between a leader and members of the group he or she leads.

A

Leader-member exchange theory

46
Q

A conception that leadership is the process of inspiring a group to pursue goals and attain results.

A

Transformational leadership

47
Q

A conception that leadership is the product of charisma, a trait that inspires confidence in other to support the ideas and belief of an individual who possesses this trait.

A

Charismatic leadership

48
Q

A conception that leadership is a perceived phenomenon as attributed to an individual by others.

A

Implicit leadership theory

49
Q

The conception that there are sources of influence in an environment that can serve to act in lace of or be substitutes for, formal leadership.

A

Substitutes for leadership

50
Q

The process by which individuals pursue opportunities and organize resources that can lead to new job creation and business growth.

A

Entrepreneurship

I/O Psychology (3 decks)

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