Final Vocab Flashcards
(243 cards)
1
Q
Organization
A
a group with two or more people that share a common set of goals and meet at regular times
2
Q
Organizational behavior
A
the study of how individuals and groups are influenced by others; the study of human behavior in the workplace, the interaction between people and the organization with the intent to understand and predict human behavior
3
Q
Systematic study
A
reliant on scientific studies, not intuition
4
Q
Group norms
A
the notions of what constitutes proper behavior and what does not
5
Q
Contingency
A
factors that vary based on the circumstances of specific situations
6
Q
Personality
A
the individual, distinctive qualities responsible for one’s identity; the sum total ways an individual reacts to and interacts with others
7
Q
Type A
A
always going
8
Q
Type B
A
more laid back
9
Q
Myers-Briggs Type Indicator (MBTI)
A
a test that classifies different types of personalities with a four-letter description
10
Q
Ability
A
the capacity to do something
11
Q
Intellectual ability
A
the capacity to do mental activities
12
Q
Physical ability
A
includes things like dexterity and stamina
13
Q
Job-ability fit
A
the fit between a person’s abilities and the requirements of a job
14
Q
Learning
A
any relatively permanent change in behavior that occurs as a result of experience
15
Q
Classical conditioning
A
passive; a person responds to a certain stimulus, even though normally there would be no response to that stimulus
16
Q
Operant conditioning
A
active; people are more likely to repeat a certain behavior if they are rewarded for that behavior
17
Q
Social learning
A
learning through experience
18
Q
Perception
A
a process by which individuals organize and interpret their sensory impressions to give meaning to their environment
19
Q
Projection
A
attributing a person’s own characteristics to another person
20
Q
Selective perception
A
when people selectively interpret what they see based on their interest background, experience, and attitudes
21
Q
Stereotyping
A
attributing a specific trait to a person based on the characteristics of the group to which a person belongs
22
Q
Halo effect
A
when a general impression is make about an individual because of a single positive characteristic
23
Q
Contrast effect
A
when an impression is made based on a comparison with others, ranking the individual higher or lower on the same characteristics
24
Q
Horn effect
A
when a general impression is made about an individual based on a single negative characteristic
25
Internal locus of control
people who believe they control their own destiny
26
External locus of control
people who believe that external factors control them
27
Attribution theory
trying to decide if another person’s behavior is internally or externally controlled
28
Consensus
everyone that faces a similar situation exhibits the same behavior
29
Consistency
showing the same behavior in the same situation all of the time
30
Distinctiveness
showing different behavior in different situations
31
Self-serving bias
a person thinks that anything good is the result of internal factors and anything bad is the result of external factors
32
Fundamental attribution error
a person attributes a behavior to internal factors when it was actually an external factor outside of the person’s control
33
Values
the basic notions about what is right and wrong
34
Terminal values
the end states that you hope to achieve
35
Instrumental values
the means of achieving terminal values
36
Attitude
how someone generally feels about something
37
Cognitive component of attitude
what they think of something
38
Affective component of attitude
how they feel about something
39
Behavioral component of attitude
what they are prepared to do about how they feel
40
Cognitive dissonance
a conflict between two values or between values and behavior
41
Motivation
the willingness of a person to exert effort to satisfy needs and wants
42
Lower-order needs
satisfied externally – Maslow
43
Higher-order needs
satisfied internally - Maslow
44
Existence needs
the physical and safety/security needs - Alderfer
45
Relatedness needs
the social needs, social esteem needs, and interpersonal safety needs - Alderfer
46
Growth needs
both internal self-esteem needs and self-actualization needs - Alderfer
47
Motivation-hygiene theory
contends there are two different sets of job factors – motivators that satisfy and hygiene factors that prevent dissatisfaction - Herzberg
48
Theory X
pessimistic about workers’ capabilities – McGregor
49
Theory Y
optimistic about workers’ capabilities - McGregor
50
Need for achievement
the drive to accomplish challenging goals - McClelland
51
Need for power
the desire to control others, to influence others’ behavior according to your wishes - McClelland
52
Need for affiliation
the desire for close relationships with others - McClelland
53
Goal-setting theory
behavior is regulated by values, intentions, and goals
54
Goal
what a person tries to attain, accomplish, or achieve
55
Equity theory
people are motivated to eliminate inequities
56
Positive reinforcement
providing a positive response when a person demonstrates the desired behavior
57
Negative reinforcement
rewarding by taking away uncomfortable consequences
58
Punishment
the application of an undesirable consequence for an undesired behavior
59
Extinction
the reduction in frequency of undesired behavior by removing the reward for such behavior
60
Expectancy theory
motivation results from deliberate choices to engage in activities to achieve worthwhile outcomes
61
Effort-to-performance expectancy
a person’s perception of the probability that effort will lead to successful performance, the performance needed to obtain the reward
62
Performance-to-reward expectancy
a person’s perception of the probability that performance will lead to a certain reward or other desirable outcome
63
Reward-to-need satisfaction expectancy
an outcome or reward is anything that might potentially result from performance
64
Stress
the way we react physically and emotionally to demands where the outcome is uncertain and important
65
Functional stress
enhances performance
66
Dysfunctional stress
affects performance
67
Avoid stress
ignore and hope it goes away
68
Resist stress
fight it like an adversary
69
Confront/adapt stress
identify the real cause and eliminate it
70
Role
a set of expected behavior patterns attributed to a team member in a given position
71
Role perception
how the individual believes he or she is to act in a given team role
72
Role expectation
how others on the team believe or expect other members to behave
73
Role conflict
when the role perception and the role expectations are not congruent
74
Social loafing
the tendency for individuals to put forth just enough effort to get by when working with teams
75
Stereotyping
attributing a specific trait to a person based on the characteristics of the group to which a person belongs
76
Synergy
building a force that is greater than the sum of its parts
77
Group
a collection of two or more interacting individuals with a stable pattern of relationships who share common goals
78
Formal group
defined by the organizational structure
79
Informal group
formed to respond to common interests of social interaction
80
Command group
the reporting relationship of each group is defined by the organizational structure
81
Task group
formed to complete a task
82
Interest group
people working together for a common interest and not because of any organizational chart
83
Friendship group
people bonding together and sharing common characteristics
84
Forming
caution, confusion, and uncertainty
85
Storming
tension, hostility, intragroup conflict
86
Norming
establishing group norms and close relationships
87
Performing
focusing on the accomplishment of the task
88
Adjourning
wrapping up activities and getting closure
89
Team
a group whose members have complementary skills and are committed to a common purpose or set of performance goals for which they hold themselves mutually accountable
90
Synergy
building a force that is greater than the sum of its parts
91
Midlife crisis
creates a sense of awareness and urgency that time is limited and the group needs to “get in gear”
92
Problem-solving team
focuses on solving problems that may relate to quality, productivity, or the work environment
93
Cross-functional work team
brings together workers from different areas, function, and even levels of the organization to focus on a task
94
Self-managed work team
take over management of the process and distribute management jobs between them
95
Virtual team
a group of people using technology to communicate and function as a team while working from different locations
96
Groupthink
when group conformity overrides reality
97
Group-shift
because of a lack of individual responsibility, the group shifts to become more conservative or more risky
98
Escalation of commitment
staying a course of action beyond where it is reasonable
99
Leadership
the ability to influence others
100
Trait theory
focuses on an individual’s personal attributes
101
Behavioral theory
focuses on what leaders do
102
Initiating structure
clear orientation toward mission or task accomplishment
103
Consideration
friendly, open, and concerned behavior
104
Production oriented
get the job done
105
Employee oriented
high priority on the needs of their followers
106
Contingency model
links the situation with the concept of task and relationship
107
Position power
the degree to which a leader’s position enables the leader to ensure compliance
108
Task structure
the degree of clarity for goal accomplishment
109
Leader-member relations
the nature of the relationship between the leader and the members
110
LPC survey
measures a leader’s style
111
Situational Leadership Model
proposes that a leader’s style is flexible and may be adjusted to fit the situation
112
Transformational leadership
charisma and inspiration, intellectual stimulation, individualized consideration
113
Transactional leadership
provides contingent rewards, management by exception
114
Emotional intelligence
the leader’s ability to recognize one’s own feelings and those of others for self-motivation and for managing emotions in themselves and in relationships with others
115
Satisficing
allows the problem to be solved with the first solution that meets the established criteria
116
Implicit favorite
provides the decision maker with a means to evaluate other solutions against a perceived best decision
117
Corrective action
finding a fix for the problem once it has occurred
118
Interim action
allows the decision maker to postpone the decision
119
Preventative action
aimed at never letting the cause of the problem happen
120
Contingency action
proves a backup plan in the event a problem occurs
121
Adaptive action
the decision is made to adapt to the situation rather than spend the time or money to fix or eliminate the problem
122
Interacting technique
simple face-to-face discussion to make a decision
123
Brainstorming
people are encouraged to be creative and come up with every possible solution they can think up
124
Nominal group technique
provides a more structured format involving multiple individuals
125
Delphi technique
provides a means to get individuals involved from different offices or locations through the use of an anonymous questionnaire
126
Encoding
the process of putting our thoughts into words, phrases, and sentences that another person can understand
127
Channel
Channel a medium of communication
128
Decoding
the process of translating the message
129
Barriers
hinder good communication and can occur anywhere along the communication process
130
Receiver
ultimately gets the message
131
Feedback
a response from the receiver
132
Lateral communication
peer
133
Upward communication
superior
134
Downward communication
subordinates
135
Outside communication
customers, suppliers, and others in the organization
136
Grapevine
the informal communication network within an organization
137
Rumors
unsubstantiated stories that appear to be important, cause anxiety, and are ambiguous
138
Conflict
a process where one party perceives that another party has negatively affected or is about to negatively affect something that the first party cares about
139
Traditional view of conflict
conflicts should be avoided
140
Human relations view of conflict
conflicts are a natural part of life and that people need to learn how to resolve them
141
Internationalist view of conflict
conflict is a positive force that is needed for groups to perform effectively
142
Conflict management
achieving the desired conflict level
143
Assertiveness
a measure of how much you want to have your way
144
Cooperativeness
the measure of how much you want another person to get what they want
145
Avoiding strategy
deciding not to make a decision; low in both cooperation and assertiveness
146
Accommodating strategy
letting the other side win; high cooperation, but low assertiveness
147
Competing strategy
wanting to win by creating a win/lose situation; high assertiveness, but low cooperation
148
Compromising strategy
working to get some of what you want; medium in both assertiveness and cooperation
149
Collaborating strategy
wanting to work together for a win/win situation; high in both assertiveness and cooperation
150
Conciliation
keeping both sides talking
151
Fact finding
getting the facts of the conflict
152
Fact finding with recommendations
getting the facts of the conflict and offering a solution
153
Consultant
a person in a position to aid in the problem solving through communication and analysis, sharing of expertise and influence to make changes for resolution of the conflict
154
Mediation
making suggestions about solutions
155
Arbitration
making the final decision for the parties involved
156
Negotiation
a process; it amounts to an exchange of goods and serves for something of value
157
Distributive bargaining
win-lose negotiation
158
Integrative bargaining
win-win negotiation
159
Attitudinal structuring
changing the other party’s attitude toward you
160
Mediators
people respected by all negotiating parties
161
Arbitrator
one who has authority to end negotiation
162
Conciliator
like a trusted friend who uses informal communication and comes a bridge for resolution
163
Consultant or ombudsman
a trained professional, a counselor
164
Preparations for negotiation
what issues, where the negotiation will be held, and who will be involved
165
Action of negotiation
the actual negotiations, establishment of parameters, seeking clarification of requests, and movement toward problem solving
166
Settling on the details of negotiation
closure and implementation
167
Unity of command
establishes that a single sources is the authority
168
Span of control
defines the number of people that one person will supervise
169
Matrix organization
combines the functional and product structures
170
Virtual organization
a small core organization that outsources major business functions
171
Brand management teams
focus on specific products complete with the interface of these products with their customers
172
Mechanistic model characterized by substantial structure and high levels of control
characterized by substantial structure and high levels of control
173
Organic model
characterized by high creativity and low structure
174
Line positions
involved in the day-to-day business of the company
175
Staff positions
play a supporting role
176
Sales
selling the products or services
177
Marketing
promotion of the products or services
178
Production
making of the products or delivery of the services
179
Customer services
taking care of the customer
180
Human resources
takes care of issues concerning employees
181
Research and development
works to solve problems and develop new products
182
Accounting and finance
handle the company’s money
183
Management information systems
keeps the computer system functioning
184
Job analysis
the investigation and determination of the skills, knowledge, and abilities required to perform a job
185
Observational method
the operator is observed normally by a person conducting a time and motion study through several cycles of the task
186
Individual/group interview method
job incumbents, supervisors, and others familiar with the job are interviewed and the results documented
187
Structure questionnaire method
workers evaluate a long list of items and check off the items performed in the job
188
Technical conference method
information is gathered from the “experts” who typically are supervisors with extensive knowledge of the tasks
189
Diary method
the job incumbent maintains a diary of their daily activities
190
Job title
the name associated with the job
191
Job description
a written statement of the necessary components to do a job in an effective and efficient manner; characteristics of a job
192
Job specification
a statement of the qualifications need to perform a job; characteristics of the operator
193
Total Quality Management
a process seeking continuous improvement throughout the organization, involving all employees and driven by customer satisfaction
194
Reengineering
rethinking and redesigning processes to add value to the organization
195
Job rotation
cross training by moving from one job to another
196
Job enlargement
the horizontal expansion of the job
197
Job enrichment
the vertical expansion of the job
198
Flextime
there is a core time period that the employee must be at the work station
199
Job sharing
two or more employees do the same job but they are scheduled to share the work
200
Telecommuting
employees can do their work at home on a computer connected to their office
201
On-the-job training
practicing what they will be doing on the job
202
Off-the-job training
training done away from the job
203
360-degree evaluation
provides for performance feedback from everyone the worker interacts with on a regal basis
204
Organizational culture
| Socialization
individuals in an organization having a common perception and sharing core values
205
Subcultures
cultures of the different groups
206
Dominant culture
the overall culture of a company
207
Power distance
the degree to which people in a country perceive that the power in organizations and institutions is distributed unequally
208
Uncertainty avoidance
the degree to which a country prefers structured over unstructured situations
209
Individualism
the primary concern is for self and family
210
Collectivism
the primary concern is for the interest and well-being of the larger group
211
Masculinity
striving for achievement, power, and control
212
Femininity
emphasis on good working conditions, security, feelings, and intuition
213
Management by objectives (MBO)
a motivational program based on goal setting
214
SMART
specific, measurable, attainable, results-oriented, and time-related
215
Recognition
the most powerful workplace motivator
216
Quality circle.
a team that includes people from different departments who come together to solve a problem
217
Piece work plan
the more one contributes, the more one gets rewarded
218
Commission
a set payment for each completion
219
Gain sharing
bonuses are based on group productivity improvements and lowering costs
220
Profit sharing
profit is distributed to the employees
221
Change agents
people who drive change
222
Unfreezing
to encourage a change in behavior or attitude as a means to move the organization in a positive direction
223
Movement and transition
transition by reducing the resistance for change
224
Refreezing
allows a period of time for the success of the change to become the “new way to do things”
225
Group inertia
difficulty in changing direction when moving in a certain direction over time
226
Power
the ability to influence another to respond
227
Dependency
gives power its influence
228
Coercive power
based on fear
229
Reward power
based on the ability to control and distribute rewards that are seen as valuable
230
Legitimate power
comes with position
231
Expert power
possession of a special expertise
232
Referent power
derived from personal traits, attributes, or charisma
| see a person
233
Political behavior
the method that organization members use to demonstrate power
234
Sexual harassment
unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature
235
Impression management
A form of political behavior that influences how others
236
Effort
the serious attempt to accomplish a task
237
Ethics
the discipline dealing with what is good or bad and with moral duty and obligation…the principles of conduct governing an individual
238
Failure
when someone does not accomplish an assigned task
239
Ability failure
related to education and training
240
Motivational failure
related to a choice not to accomplish a task
241
Operational excellence
targets the best price and convenient service
242
Product leadership
providing the best product possible
243
Customer intimacy
focuses on customer service and satisfaction
