Industrial Organizational Psychology Flashcards
(535 cards)
1
Q
A leader, the best way to reach our group goals is by maximizing my authority in making decisions for the group. This line demonstrates what structural principle is under classical organizational theory.
A
Scalar principle
2
Q
A set of propositions that explains or predicts how groups and individuals behave in varying organizational structures and circumstances.
A
Organizational theory
3
Q
Product of Job analysis
A
Job Description
4
Q
What are the two fundamental requirements of organizational structures?
A
Division of labor and coordination
5
Q
The division of labor as well as the patterns of coordination, communication, workflow, and formal power that direct organizational activities
A
Organizational structure
6
Q
Form of coordination
A
Informal communication
Formal Hierarchy
Standardization
7
Q
Org. Structure in which employees are organized around geographic areas, outputs (products or services), or clients.
A
Divisional structure
8
Q
Org structure built around self-directed teams that complete an entire piece of work.
A
Team-based structure
9
Q
An org structure that has wide span of control, no formal leader, highly decentralized, low formalization because teams are given relatively few rules about how to organize their work.
A
Team-based
10
Q
Org structure that overlays two structure (such as a geographic divisional and functional structure) in order to LEVERAGE the benefits of both. It is usually has two chains of command.
A
Matrix Structure
11
Q
An alliance of several org for the purpose of creating a product or serving a client. This structure is more decentralized and more flexible than other structures.
A
Network structure
12
Q
systematic process for collecting and analyzing information about a job.
A
Job Analysis
13
Q
foundation of all human resource function
A
Job analysis
14
Q
Line of authority from lowest to top
A
Scalar Chain
15
Q
Emphasis on kindness and justice
A
Equity
16
Q
Harmony and union among personnel is strength. Camaraderie
A
Esprit de corps
17
Q
Importance of Job Analysis
A
Writing Job Description
Employee selection
Training
Person-power training
Performance appraisal
Job classification
Job Evaluation
Job Design
Compliance with Legal Guidelines
Organizational analysis
18
Q
A written results of the job analysis
A
Job Description
19
Q
A written summary of the tasks performed in a job, the conditions under which the job is performed, and the requirements needed to perform the job.
A
Job Descriptions
20
Q
Worker Mobility
A
Personpower planning
21
Q
Promoting employees until they reach their highest level of incompetence
A
Peter Principles
22
Q
process of obtaining information about a job by talking to a person performing it.
A
Job Analysis Interview
23
Q
Eight Sections of Job Description:
A
Job Title
Brief Summary
Work Activities
Tools and Equipment Used
Job Context
Work Performance
Compensation information
Job Competencies
24
Q
KSAO’s represents as:
A
Knowledge, Skills, Ability and Other Characteristics
25
Steps in conducting Job Analysis:
Step 1: Identify Task Performed
Step 2: Write Task Statements
Step 3: Rate Task Statements
Step 4: Determine Essential KSAOs
Step 5: Selecting Test to Tap KSAO's
26
A job analysis method in which a group or panel of job experts identifies the objectives and standards to be met by the ideal worker.
Ammerman Technique
27
A job analysis method in which the job analyst watches job incumbents perform their jobs.
Observing incumbents
28
A job analysis method in which the job analyst actually performs the job being analyzed
Job Participation
29
A proper written task statements must contain?
Action and Object
* Action- what is done
Object- to which the action is done
30
The process of determining the monetary worth of a job. Determining the Job worth.
Job Evaluation
31
Two Stages of Job Evaluation.
Internal pay equity and External Pay equity
32
A group of SMEs rate each task statement on the frequency and the importance
Task analysis
33
The extent to which employees within an organization are "Paid Fairly" compared with other employees within the same org.
Internal Pay Equity
34
A field of inquiry dedicated to the advancing knowledge
about the nature of groups, the law of their development
and their interrelations with individuals, other groups and
larger institutions.
Group dynamic
35
The extent to which employees within an organization are "Paid Fairly" compared with other employees outside the org.
External pay equity
36
Breaking down job into simple tasks. But it could result to boredom and negative attitudes, and fails to offer sense of accomplishments
Job simplification
37
Having employees perform different tasks. It reduces boredom and provides relief from repetitive movements
Job Rotation
38
Giving more responsibilities to employee. Combining two or more simplified jobs.
Job Enlargement (Horizontal)
39
the enhancement of employees’ interest in and attitude toward work tasks by improving their quality of life on the job. This methods include (a) reducing boredom by giving employees a variety of different tasks and (b) allowing employees to plan their own work activities.
Job Enrichment
40
"Job worth" How much employees in a position should be paid.
Job Evaluation
41
A questionnaire sent to other organization to see how much they are paying their employees in positions similar to those in the org sending the survey
Salary Survey
42
The process of attracting employees to an organization.
Recruitment
43
Steps in selecting employees:
Job Analysis
Selection of testing methods
Test Validation
Recruitment
Screening
Testing
Selecting
Hiring/Rejecting
44
Internal Recruitment: Types of promotion, that are not competitive type wherein their are career progression. Ex. Engr 1 to Engr
Noncompetitive Promotions
45
Internal Recruitment: Types of promotion, that is competitive, internal and and/or external applicants compete with one another for a limited number of higher positions.
Competitive Promotions
46
External Recruitment: Media Advertisements,____ typically ask the applicant to respond in four ways: respond by calling, Apply-in-person, Send-resume Ads, Blind box
Newspaper Ads
47
Types of external recruitment tool that org is anonymous because the company might fear having no applicants if they knew the name of the company. They want to hire 1st for replacement before termination.
Blind Box ads
48
Recruitment method in which help of "wanted" signs are placed so that they can be viewed by people who visit the org. Ex. Store windows, Bulletin Boards, restaurant placemats
Point of purchase methods
49
Send recruiters to college campuses
Campus Recruiters
50
Also called "Headhunters". Recruiters that specialize in placing applicants in high paying-jobs. Expensive.
Executive Search Firms
51
An employment service operated by a state/ local government, designed to match applicants with job openings.
Public Employment Agencies
52
An organization that specializes in finding jobs for applicants and finding applicants for org looking for employees
Employment Agency
53
A method of recruitment in which a current employee refers a friend or family member for a job.
Employee Referral
54
Vrooms theory that motivation is a function of expectancy, instrumentality and valence
Expectancy Theory
55
Recruitment method in which several employers are available at one location so that many applicants can obtain information at one time
Job Fair
56
The process of determining the monetary worth of a job.
Job Evaluation
57
A method of performance appraisal in which employees are ranked from best to worst. Usually use when there are only few employees to rank. easiest and most common
Rank Order
58
A method a recruitment in which job applicants are told both positive and negative aspects of a job.
Realistic Job Preview (RJP)
59
A method of recruitment in which an organization sends out mass mailings of information about job openings to potential applicants.
Direct Mail
60
A group job analysis interview consisting of subject-matter experts (SMEs).
SME conference
61
A theory of leadership stating that effective leaders must adapt their style of leadership to fit both the situation and the followers.
Situational leadership theory
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A type of structured-interview question designed to tap an applicant’s knowledge or skill.
Skill-level determiner
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Newspaper advertisements run by applicants looking for jobs rather than by organizations looking for applicants.
Situation-wanted ads
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An exercise designed to place an applicant in a situation that is similar to the one that will be encountered on the job.
Simulation
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Interviews in which questions are based on a job analysis, every applicant is asked the same questions, and there is a standardized scoring system so that identical answers are given identical scores
Structured interviews
66
The listening style of a person who pays attention mainly to the way in which words are spoken.
Stylistic listening
67
Medium use of interview in which the applicant and interviewer are in the same room
Face-to-Face Interview
68
The extent to which an
employee wants to remain with an organization and
cares about the organization.
Affective commitment
69
In path–goal theory, a
leadership style in which the leader sets challenging
goals and rewards achievement.
Achievement-oriented style
70
The conflict style of a person
who tends to respond to conflict by giving in to the
other person.
Accommodating style
71
A performance appraisal system in which feedback is obtained from multiple sources such as supervisors, subordinates, and peers.
360-degree feedback
72
A basic capacity for performing a wide range of different tasks, acquiring knowledge, or developing a skill.
Ability
73
The fourth and final stage of emotional reaction to downsizing, in which employees accept that lay-offs will occur and are ready to take steps to secure their future.
Acceptance stage
74
one applicant and one interviewer
one-on-one interview
75
series of one-on-one interview. Ex. hr-dept head- CEO
serial interview
76
multiple interviewers asking questions and evaluating answers of the same applicant at the same time
Panel interview
77
In path–goal theory, a leadership style in which the leader allows employees to participate in decisions
Participative style
78
Have multiple applicants answering questions during the same interview
Group interview
79
One could put together several combinations of interview type
serial-panel-group interview
80
Similar with serial with differ in passing time between the first and subsequent interview. Ex. Hr- After a week- CEO
Return Interview
81
Medium use of interview in which the interview conducted virtually
Video Conference
82
Medium use of interview in which often used to screen applicants but do not allow the use of visual cues. Preliminary interview.
Telephone interview
83
Medium use of interview in which an applicant answering the series of written questions and then sending the answers back through regular mail or email.
Written Interview
84
Interviews in which questions
are based on a job analysis, every applicant is asked the same questions, and there is a standardized scoring system so that identical answers are given identical scores.
Structured interviews
85
An interview in which applicants are not asked the same questions and in which there is no standard scoring system to score applicant answers.
Unstructured interview
86
Problems with unstructured interview:
*Poor Intuitive Ability
*Lack of Job relatedness
*Primacy Effects
*Contrast Effect
*Negative-Information Bias
*Interviewer-Interviewee Similarity
*Interviewee Appearance
*Nonverbal Cues
87
Interviewers often base their hiring decisions on "gut reactions" or intuition which is inaccurate predictors of a variety of factors ranging from future employees success.
Poor Intuitive Ability
88
Interviewer conduct interviews base on questions that are not related to any particular jobs (competencies)
Lack of Job relatedness
89
The fact that information presented early in an interview carries more weight than information presented later. "First Impressions"
Primacy effect
90
A pattern of grapevine communication in which a message is passed randomly among all employees.
Probability grapevine
91
When the performance of one applicant affects the perception of the performance of the next applicant.
Contrast effect
92
A type of rating error in which the rating of the performance level of one employee affects the ratings given to the next employee being rated.
Contrast error
93
The extent to which employees believe they must remain with an organization due to the time, expense, and effort they have already put into the organization.
Continuance commitment
94
The effort employees make to get along with their peers, improve the organization, and “go the extra mile.”
Contextual performance
95
The fact that negative information receives more weight in an employment decision than does positive information.
This seems to occur only when the interviewers aren't aware of job requirements
The applicants are afraid to be honest for the fear that one negative info might cost them their job opportunities
Negative information bias
96
An interviewee receive a higher score base on the similarity in personality, attitude, gender or race of interviewer.
Interviewer-Interviewee Similarity
97
A computer-based employee communication network used exclusively by one org.
Intranet
98
A type of structured interview question that clarifies info on the résumé or application.
Ex. You joined the annual summer fair. What is that?
Clarifier
99
A type of structured interview question in which a wrong answer will disqualify the applicant from further consideration.
Ex. Are you available to work in weekends? or Do you have a psychometrician license?
Disqualifier
100
A type of structured-interview question designed to tap an applicant’s knowledge or skill.
Ex. You listed that you are proficient in excel, can you create a pivot table? or You listed that you are fluent in spanish, (ask the applicant in spanish)
Skill-level determiner
101
Proficiency to perform a particular task
Skill
102
A type of structured interview question in which applicants are given a situation and asked how they would handle it. (situational question)
Ex. how would you handle an angry customer?
Future-focused question
103
A type of structured-interview question that taps an applicant’s experience. Better predictors of high-level positions than future-focused approach.
Past-focused question
104
A type of structured-interview question that taps how well an applicant’s personality and values will fit with the organizational culture.
Organizational fit questions
105
A method of scoring interview
questions in which the answer is either right or wrong. Scored on the basis of correctness (e.g., What is the legal drinking age in Phil.?)
Right/wrong scoring
106
A method of scoring interview answers that compares an applicant’s answer with benchmark answers.
Typical-answer approach
107
Standard answers to interview questions, the quality of which has been agreed on by job experts.
Benchmark answers
108
A method of scoring interview answers that provides points for each part of an answer that matches the scoring key.
Key-issues approach
109
CONDUCTING THE STRUCTURED INTERVIEW
1. Build Rapport
2. Explain the Interview process
3. Ask Interview Questions
4. Provide Information about the Job and the Organization
5. Answer Questions applicants might have
6. End the interview on a pleasant note
110
An assessment center exercise
designed to simulate the types of information that daily come across a manager’s or employee’s desk in order to observe the applicant’s responses to such information.
In-basket technique
111
The listening style of a person who cares about only the main points of a communication.
Inclusive listening
112
A theory of leadership that states that there are six styles of leadership (informational, magnetic, position, affiliation, coercive, and tactical) and that each style will be effective only in one of six organizational climates.
IMPACT theory
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An organizational climate in which important information is not available.
Ignorance
114
Leaders use available information to make a decision without consulting their subordinates.
Autocratic I strategy
115
Leaders obtain necessary information from their subordinates and then make their own decision.
Autocratic II strategy
116
The conflict style of a person who reacts
to conflict by pretending that it does not exist. "ignore the conflict"
Avoiding style
117
A method of selection involving application
blanks that contain questions that research has shown will predict job performance.
Biodata
118
A method of performance appraisal involving the placement of benchmark behaviors next to each point on a graphic rating scale.
Behaviorally anchored rating scales (BARS)
119
A method of performance appraisal in which supervisors rate the frequency of observed behaviors.
Behavioral observation scales (BOS)
120
Leaders share the problem on an individual basis with their subordinates and then make a decision that may or may not be consistent with the thinking of the group.
Consultative I strategy
121
Leaders share the problem with the group as a whole and then make a decision that may or may not be consistent with the thinking of the group.
Consultative II strategy
122
A type of rating error that occurs when
raters allow either a single attribute or an overall impression of an individual to affect the ratings they make on each relevant job dimension.
Halo error
123
When employees change their behavior due solely to the fact that they are receiving attention or are being observed.
Hawthorne effect
124
Conflict between an individual and the other members of a group.
Individual–group conflict
125
An exercise, usually found in assessment centers, that is designed to simulate the business and marketing activities that take place in an
organization.
Business game
126
A method of selecting employees in which applicants participate in several job-related activities, at least one of which must be a simulation,
and are rated by several trained evaluators.
Assessment center
127
A selection technique, usually found in assessment centers, in which applicants meet in small groups and are given a problem to solve or an issue to discuss.
Leaderless group discussion
128
The intentional placement of untrue information on a résumé
Résumé fraud
129
A method of selecting employees in which an applicant is asked to perform samples of actual job-related tasks.
Work sample
130
A leadership theory that focuses on the interaction between leaders and subordinates
Leader–member exchange (LMX) theory
131
Communication among employees in an organization that is not directly related to the completion of an organizational task
Informal communication
132
The process of confirming the accuracy of résumé and job application information.
Reference check
133
A letter expressing an opinion regarding an applicant’s ability, previous performance, work habits, character, or potential for success.
Letter of recommendation
134
The expression of an opinion, either orally or through a written checklist, regarding
an applicant’s ability, previous performance, work habits, character, or potential for future success.
Reference
135
Leadership power that exists when followers can identify with a leader and the leader’s
goals
Referent power
136
Poorly substantiated information that is passed along the grapevine
Rumor
137
A variation on top-down selection in which the names of the top three applicants are
given to a hiring authority who can then select any of the three.
Rule of three
138
Recruitment ads in which applicants are instructed to call rather than to apply in person or send résumés.
Respond by calling ads
139
The first step in organizational change, in which employees look for practices and policies that waste time and are counterproductive
Sacred cow hunt
140
The conflict style of a person who responds to conflict by always trying to win.
Forcing style
141
A series of studies, conducted at the Western Electric plant in Hawthorne, Illinois, that have come to represent any change in behavior when people react to a change in the environment.
Hawthorne studies
142
A state of mind in which a group is so concerned about its own cohesiveness that it ignores important information.
Groupthink
143
A person who screens potential communication for someone else and allows only the most important information to pass through.
Gatekeeper
144
When high self-expectations result in
higher levels of performance.
Galatea effect
145
A group incentive system in which employees are paid a bonus based on improvements in group productivity
Gainsharing
146
Leaders share the problem with the group and let the group reach a decision or solution
Group I strategy
147
In Herzberg’s two-factor theory, job-related elements that result from but do not involve the job itself.
Hygiene factors
148
In path–goal theory, a leadership style in which the leader plans and organizes the activities of employees.
Instrumental style
149
A method of performance appraisal that involves rating employee performance on an interval or ratio scale.
Graphic rating scale
150
The shared values, beliefs, and traditions that exist among individuals in an org.
Organizational culture
151
The job analysis system used by the federal government that has replaced the Dictionary of Occupational Titles (DOT).
Occupational Information Network (O*NET)
152
The process of determining the organizational factors that will either facilitate or inhibit training effectiveness.
Organizational analysis
153
In equity theory, what employees get from
their jobs.
Outputs
154
A theory that postulates that if employees perceive they are being treated fairly, they will be more likely to be satisfied with their jobs and motivated to do well.
Organizational justice
155
Unnecessary paperwork generated within
organizations out of force of habit.
Paper cow
156
A form of ranking in which a group of employees to be ranked are compared one pair at a time.
Paired comparison
157
Also called cross-functional teams, they
consist of representatives from various departments (functions) within an organization.
Parallel teams
158
In path–goal theory, a leadership style in which the leader allows employees to participate in decisions.
Participative style
159
The idea that organizations tend to promote good employees until they reach the level at which they are not competent—in other words, their highest level of incompetence.
Peter Principle
160
A theory of leadership stating that leaders will be effective if their behavior helps subordinates achieve relevant goals.
Path–goal theory
161
A meeting between a supervisor and a subordinate for the purpose of discussing performance appraisal results.
Performance appraisal review
162
A system in which employees are paid on the basis of how much they individually produce.
Pay for performance
163
The idea that reinforcement is relative both within an individual and between
individuals.
Premack Principle
164
The perceived fairness of the methods used by an organization to make decisions
Procedural justice
165
A leadership style in which the leaders
influence others by virtue of their appointed or elected authority; most effective in a climate of instability
Position style
166
A group incentive method in which employees get a percentage of the profits made by an organization.
Profit sharing
167
Groups formed to produce one-time outputs such as creating a new product, installing a new software system, or hiring a new employee.
Project teams
168
Research method in which the experimenter either does not manipulate the independent variable or in which subjects are not randomly assigned to conditions.
Quasi-experiment
169
A type of sexual harassment in which the granting of sexual favors is tied to an employment decision.
Quid pro quo
170
Employee groups that meet to propose changes that will improve productivity and the quality of work life.
Quality circles
171
An exercise, usually found in assessment
centers, that is designed to simulate the business and marketing activities that take place in an organization.
Business game
172
A leadership style in which the individual
leads by controlling reward and punishment; most effective in a climate of crisis
Coercive style
173
the real backbone of the assessment center because they observe an applicant "in action". Exposed in actual equipment.
Simulation
174
Predicting Employee performance: Knowledge and Ability: Abilities involving the knowledge and use of information such as math and grammar
Cognitive ability
175
A type of rating error in which a rater consistently rates all employees in the middle of the scale, regardless of their actual levels of performance
Central tendency error
176
A person who enjoys change and makes
changes for the sake of it. "if ain't broke, break it".
Change agent
177
A person who is not afraid of change but makes changes only when there is a compelling reason to do so. "if ain't broke, leave it alone; if it's broke, fix it".
Change analyst
178
A person who hates change and will do anything to keep change from occurring. ""It may be broken, but it's still better than the unknown".
Change resister
179
A person who is willing to change. "If it's broke, I'll help fix it".
Receptive Changer
180
A person who will initially resist change but will eventually go along with it. "are you sure it's broken?".
Reluctant changer
181
The conflict style of a person who wants a conflict resolved in such a way that both sides get what they want.
Collaborating style
182
An aim or purpose shared by members
of a group.
Common goal
183
A style of resolving conflicts in which an individual allows each side to get SOME of
what it wants. "give and take" tactics
Compromising style
184
A method of resolving conflict in which two sides get together to discuss a problem and arrive at a solution.
Cooperative problem solving
185
The psychological and behavioral reaction to a perception that another person is either keeping you from reaching a goal, taking away your right to behave in a particular way, or violating the expectancies of a relationship.
Conflict
186
An event that affects one member of a group will affect the other group members.
Corresponding effects
187
Predicting Employee performance: Knowledge and Ability:
- Measure of facility with such processes as spatial relations and form perception
Perceptual ability
188
Predicting Employee performance: Knowledge and Ability:
-Tests that measure an applicant’s level of physical ability required for a job.
Physical ability tests
189
Predicting Employee performance: Knowledge and Ability:
-Measure of facility with such processes as finger dexterity and motor coordination.
Psychomotor ability
190
A person who is willing to change
Receptive changer
191
Letter of recommendation issues: An organization’s failure to meet its legal duty to supply relevant information to a prospective employer about a former employee’s potential for legal trouble.
Negligent reference
192
A psychological assessment designed to measure various aspects of an applicant’s
personality
Personality inventory
193
A type of honesty test that measures personality traits thought to be related to antisocial behavior.
Personality-based integrity test
194
The fourth and final stage of the team process, in which teams work toward accomplishing their goals.
Performing
195
A psychological test designed to identify vocational areas in which an individual
might be interested.
Interest inventory
196
The perceived fairness of the interpersonal treatment that employees receive.
Interactional justice
197
Also called an honesty test; a psychological test designed to predict an applicant’s tendency to steal.
Integrity test
198
A style of leadership in which the leader is concerned with neither productivity nor the well-being of employees
Impoverished leadership
199
A letter from an organization to an applicant informing the applicant that he or she will not receive a job offer.
Rejection letter
200
REJECTING AN APPLICANT, To do list:
~ Personally addressed and signed letter
~ Appreciation for applying for a position
~ Compliment the Applicant's Qualifications
~ Comment about the high qualification of other applicants and the individual who was actually hired
~ A wish of good luck in future endeavors
~ Promise to keep the applicant resume on file
201
An incentive plan in which employees receive pay bonuses based on performance appraisal scores.
Merit pay
202
A statistical procedure in which the scores from more than one criterion-valid test are weighted according to how well each test score predicts the criterion.
Multiple regression
203
Selection practice of administering one test at a time so that applicants must pass that test before being allowed to take the next test.
Multiple-hurdle approach
204
A selection strategy in which applicants must meet or exceed the passing score on more than one selection test.
Multiple-cutoff approach
205
A performance appraisal strategy in which an employee receives feedback from sources (e.g., clients, subordinates, peers) other than just his/her supervisor.
Multiple-source feedback
206
Three needs theory (David McClelland): According to trait theory, the extent to which a person desires to be successful.
Need for achievement
207
Three needs theory (David McClelland): The extent to which a person desires to be around other people
Need for affiliation
208
Three needs theory (David McClelland): According to trait theory, the extent to which a person desires to be in control of other people.
Need for power
209
A leadership style in which a person leads through organization and strategy; most effective in a climate of disorganization.
Tactical style
210
A potential source of conflict that arises when the completion of a task by one person affects the completion of a task by another person.
Task interdependence
211
Selecting applicants in straight rank order of their test scores.
Top-down selection
212
The variable in Fiedler’s contingency model that refers to the extent to which tasks have clear goals and problems can be solved.
Task structuredness
213
Visionary leadership in which the leader changes the nature and goals of an organization.
Transformational leadership
214
The extent to which behavior learned in training will be performed on the job.
Transfer of training
215
Leadership style in which the leader focuses on task-oriented behaviors.
Transactional leadership
216
A planned effort by an organization to facilitate the learning of job-related behavior on the part of its employees.
Training
217
Organizational behaviors or practices that convey messages to employees.
Symbols
218
In path–goal theory, a leadership style
in which leaders show concern for their employees.
Supportive style
219
Employees who retain their jobs following a
downsizing.
Survivors
220
A group member who intentionally provides an opposing opinion to that expressed by the leader or the majority of the group.
Devil’s advocate
221
Communication within an organization in which the direction of communication is from management to employees.
Downward communication
222
The perceived fairness of the decisions made in an organization
Distributive justice
223
Employees who receive much grapevine information but who seldom pass it on to others.
Dead-enders
224
The fourth step in Maslow’s hierarchy, concerning the individual’s need for recognition and success.
Ego needs
225
The listening style of a person who cares primarily about the feelings of the speaker. Most likely to pay attention to nonverbal cues.
Empathic listening
226
A theory of job satisfaction stating that employees will be satisfied if their ratio of effort to reward is similar to that of other employees.
Equity theory
227
Aldefer’s needs theory, which describes
three levels of satisfaction: existence, relatedness, and growth.
ERG theory
228
Conflict that keeps people from working together, lessens productivity, spreads to other areas, or increases turnover.
Dysfunctional conflict
229
The extent to which employees feel an obligation to remain with an organization.
Normative commitment
230
A method of resolving conflicts in which a neutral third party is asked to choose which side is correct but in which either party may appeal the decision.
Nonbinding arbitration
231
Those who seek leadership positions because they will result in personal gain.
Noncalculative motivation
232
The listening style of a person who cares about only information that is consistent with his or her way of thinking. This type of listener doesn't agree to the speaker, they tend to not listen to what the speaker say. Unless, they consider the speaker to be strong or having authority.
Nonconforming listening
233
A method of resolving conflict in which two sides use verbal skill and strategy to reach an agreement.
Negotiation and bargaining
234
A theory based on the idea that employees
will be satisfied with jobs that satisfy their needs.
Needs theory
235
The idea that people behave in ways consistent with their self-image.
Self-fulfilling prophecy
236
The fifth step in Maslow’s hierarchy, concerning the need to realize one’s potential.
Self-actualization needs
237
The third step in Maslow’s hierarchy, concerning the need to interact with other people.
Social needs
238
The second step in Maslow’s hierarchy, concerning the need for security, stability, and physical safety.
Safety needs
239
The first step in Maslow’s needs hierarchy, concerning survival needs for food, air,
water, and the like.
Basic biological needs
240
Power that individuals have because they
have knowledge.
Expert power
241
The extent to which employees within an organization are paid fairly compared with
employees in other organizations
External equity
242
In Herzberg’s two-factor theory,
job-related elements that result from but do not involve the job itself. Ex. benefits, pay, relations to coworker, physical working conditions, status, security etc.
Hygiene factors
243
In Herzberg’s two-factor theory, elements of a job that concern the actual duties performed by the employee. Ex. Level of responsibility, the amount of job control, level of autonomy or discretion, interest of the work hold by the employee, opportunities for creativity
Motivators
244
One of the big five personality categories
(the opposite of emotional stability), a description of people who are anxious, tense, and worried.
Neuroticism
245
Working more than one job.
Moonlighting
246
Job Characteristics Theory (Oldham & Hackman): Using wide range of skills and abilities in your work
Skill Variety
247
The theory proposed by Hackman and Oldham that suggests that certain characteristics of a job will make the job more or less satisfying, depending on the particular needs of the worker.
Job characteristics theory
248
Job Characteristics Theory (Oldham & Hackman): Feeling your work has an impact on others
Task Significance
249
Job Characteristics Theory (Oldham & Hackman): Getting clear information on your performance.
Feedback
250
Job Characteristics Theory (Oldham & Hackman): Having control over how you perform your work
Autonomy
251
Job Characteristics Theory (Oldham & Hackman): Completing a whole and meaningful piece of work
Task Identity
252
The conflict style of a person who reacts to conflict by pretending that it does not exist.
Avoiding style
253
A method of increasing performance in
which employees are given specific performance goals to aim for. (Edwin Locke & Gary Latham)
Goal Setting (Theory)
254
What are the goal setting theory qualities:
Difficulty- difficult goals are more motivating than easier goal
Acceptance- It hinges on a person belief that a goal is attainable
Specificity- Specifying a particular level of performance is more motivating
Feedback- on the goals should be considered
Commitment- goals need to be accepted by the individual
255
In expectancy theory, the perceived
probability that a particular level of performance will result in a particular consequence. Belief that good performance will be rewarded.
Instrumentality
256
In expectancy theory, the perceived desirability of a consequence that results from a particular level of performance.
If an employee is rewarded, the reward must be something they value.
Valence
257
The extent to which an employee identifies with and is involved with an organization.
Organizational commitment
258
A theory of leadership that concentrates on helping a leader choose how to make a decision
Vroom-Yetton Model
259
A theory that postulates that if employees perceive they are being treated fairly, they will be more likely to be satisfied with their jobs and motivated to do well.
Organizational justice
260
The field of study that investigates the behavior of employees within the context of an organization
Organizational psychology
261
The process whereby new employees learn the behaviors and attitudes they need to be successful in an organization.
Organizational socialization
262
Such personal factors as personality, willingness, and interest that are not knowledge, skills, or abilities.
Other characteristics
263
In equity theory, what employees get from
their jobs.
Outputs
264
An attendance policy in which all paid vacations, sick days, holidays, and so forth are combined.
Paid time off (PTO)
265
A formal method of downward communication in which an organization’s rules and procedures are placed in a manual; legally binding by courts of law
Policy manual
266
A system in which part-time employees who work only during peak hours are paid at a higher hourly rate than all-day, full-time employees.
Peak-time pay
267
Leadership power that exists to the
extent that the leader has the ability and authority to provide rewards.
Reward power
268
A training technique in which employees act out simulated roles.
Role play
269
Procedures in which employees participate to become “one of the gang.”
Rituals
270
The extent to which an employee’s roles and expectations are unclear.
Role ambiguity
271
The extent to which an employee’s role and expected role are the same.
Role conflict
272
The extent to which an employee is able to psychologically handle the number of roles and tasks assigned.
Role overload
273
The fact that individuals in a group often exert less individual effort than they would if they were not in a group.
Social loafing
274
States that the addition of a group member has the greatest effect on group behavior when the size of the group is small.
Social impact theory
275
The negative effects that occur when a person performs a task in the presence of others.
Social inhibition
276
States that employees model their levels of satisfaction and motivation from other employees.
Social learning theory
277
The tendency for organizations to require employees to work faster and produce work sooner than needed.
Speed cow
278
The listening style of a person who cares about only facts and details.
Technical listening
279
The second stage in group formation in which group members disagree and resist their team roles.
Storming
280
A leadership style in which the leader
is concerned with both productivity and employee well-being.
Team leadership
281
Employees who lose their jobs due to a layoff
Victims
282
A job fair held on campus in which students can “tour” a company online, ask questions of recruiters, and electronically send résumés
Virtual job fair
283
A method of absenteeism control in which employees are paid for their unused
sick leave.
Well pay
284
An approach to handling conflict in which one side seeks to win regardless of the
damage to the other side.
Winning at all costs
285
An approach to handling conflict in which one of the parties removes him/ herself from the situation to avoid the conflict.
Withdrawal
286
A person who always thinks the worst is going to happen.
Worrier
287
(Behavioral Approach) Organizational Behavior Modification: Increases the target behavior by adding something desirable to the employee.
Positive Reinforcement
288
(Behavioral Approach) Organizational Behavior Modification: Increase the target behavior by taking away something adverse.
Negative Reinforcement
289
(Behavioral Approach) Organizational Behavior Modification: It involves the addition of adverse stimulus to decrease behavior.
Positive Punishment
290
(Behavioral Approach) Organizational Behavior Modification: Involves the removal of a desirable stimulus to decrease behavior.
Negative Punishment
291
An exact amount of time passes between each reinforcement. Ex. Getting the paycheck every two weeks.
Fixed-interval schedule
292
A varying amount of time passes between each reinforcement. Ex. Check-ins of Management
Variable-interval Schedule
293
Reinforcement occurs after a fixed number of responses. Ex. Commission-Based Scales
Fixed-Ratio Schedule
294
Reinforcement occurs after varying a number of responses. Ex. Employee of the month program with varying criteria.
Interval-ratio schedule
295
A method of resolving conflict in which a neutral third party is asked to help the two parties reach an agreement. High process of control but Low in Decision control.
Mediation
296
Situational Leadership Theory: Employee is Unable and Unwilling (insecure)
Directing Leadership
297
Third party intervention Strategies: A method of resolving conflicts in which a position in authority in the company dominates the intervention process as well as make a binding decision. High in process control and high in decision control.
Inquisition
298
A method of resolving conflicts in which a neutral third party is asked to choose which side is correct. Low in process control but high in decision control.
Arbitration
299
____ Used to distinguish which factors within a situation or organization drive a person towards or away from a desired state, and which oppose the driving forces. These can be analyzed in order to inform decisions that will make change more acceptable.
Lewin's force field analysis
300
Situational Leadership Theory: Employee is able and but unwilling.
Supporting Leadership
301
Situational Leadership Theory: Employee is unable but willing.
Coaching Leadership
302
Situational Leadership Theory: Employee is able and willing
Delegating Leadership
303
A leadership theory that focuses on the INTEACTION between leaders and subordinates. (Graen & Uhl-Bien)
Leader–member exchange (LMX) theory
304
Leader–member exchange (LMX) theory: Characterized by a high-quality relationship with the leader.
In-goup
305
Leader–member exchange (LMX) theory: Characterized by low-quality relationship with the leader
out-group
306
Impact Theory (Greier, Downey & Johnson): A style of leadership most effective in a climate of ignorance.
Information/Informational style
307
A style of leadership in which the leader
has influence because of his or her charismatic
personality; most effective in a climate of despair.
Magnetic style
308
Impact Theory (Greier, Downey & Johnson): A style of leadership that is most effective in a climate of despair.
Magnetic/Magnetic style
309
Impact Theory (Greier, Downey & Johnson): A style of leadership that is most effective in a climate of instability.
Position style
310
Impact Theory (Greier, Downey & Johnson): A style of leadership that is most effective in a climate of anxiety.
Affiliation style
311
Impact Theory (Greier, Downey & Johnson): A style of leadership that is most effective in a climate of crisis.
Coercive style
312
Impact Theory (Greier, Downey & Johnson): A style of leadership that is most effective in
a climate of disorganization.
Tactical style
313
____ looks at the relationship between the org and environment in which they are involved. This focus reflects on org ability to adapt to changes in environment conditions
Open System Theory
314
Four System theory (Rensis Likert): Having no trust and No communication to the employee. The type of organization was similar to theory X because it is characterized as having little trust in employees. Scant communication between employees and management, very centralized decision making, and control achieved in a very “top-down” manner.
Exploitative Authoritarian (System 1 of Management)
315
Four System theory (Rensis Likert): Little Trust and Have little communication. In short, employees are still treated in a largely authoritative manner, but the organization is a bit nicer to them.
Benevolent Authoritative (System 2 of Management)
316
Four System theory (Rensis Likert): have trust and communication is combination of top-down and bottom-up. There is more overall communication and much more of it flows from the bottom up. However, decision making is still primarily in the hands of those at higher organizational levels, but the manner in which this authority is exerted is different than in the System 1 & 2 organizations.
Consultative (System 3 of Management)
317
Four System theory (Rensis Likert): Full trust and open communication. A company have a good performance. In this type of organization, managers have completely trust in subordinates and, as a result, always seek their input before making decisions.
Participative (System 4 of Management)
318
___ is primarily concerned with the growth and development of organizations human resources. Ex. Career Development, Performance Management, Employee Training, Creating programs, Empowerment, Employee Engagement, Learning
Human Resource Development
319
____ task such as creating training program, training manuals, survey employees, manage budgets related to training and development. ___ task related to payroll specialist, benefits manager, recruitment, Staffing, Manpower planning, managing and maintaining relationships, monitoring.
HRD:HRM
320
____ is focused on broader set of functions related to managing the employee lifecycle within an organization
Human Resource Management
321
____ focuses on improving the organization overall health and effectiveness.
Organizational Development
322
Involves in Strategic planning, Organizational Culture change, process re-engineering.
Organizational Development
323
Overlaps in functions such leadership development, change management, team building
Both HRD and OD
324
Overlaps in functions such as Performance Appraisal, Talent Management Training
Both HRD and HRM
325
____ Focuses specifically on improving job-related skills and knowledge
Employee Training
326
A stress-prone person who is competitive, impatient, and hurried.
Type A personality
327
An employee discusses a conflict with a third-party such as a friend or supervisor. In doing so, the employee hopes that the third party will talk to the second party and that the conflict will be resolved without the need for the two parties to meet.
Triangling
328
A non–stress-prone person who is relaxed and agreeable.
Type B personality
329
A method of making decision in which a high score on a test can compensate for low score on another test. For example, a high GPA might compensate for a low GRE score.
Compensatory Approach
330
Selecting applicants in straight "rank order" of their test scores. Staring from high scores and moving down until all opening have been filled.
Unadjusted Top-Down
331
A variation on top-down selection in which the names of the top three applicants are given to a hiring authority who can then select any of the three. A technique often used in a public sectors.
Rule of three / (Rule of Five)
332
The minimum test score that an applicant must achieve to be considered for hire
Passing score
333
A statistical technique based on the standard error of measurement that allows similar test scores to be grouped. Attempts to hire the top test scorers while still allowing some flexibility for affirmative action
Banding
334
A meeting between a supervisor and a subordinate for the purpose of discussing performance appraisal results
Performance appraisal review
335
Determine the reason for EEP, are the ff;
Providing employee feedback and training
Determining Salary Increase
Making Promotion Decisions
Making Termination Decisions
Conducting Organizational Research
336
Determine Who will evaluate performance:
* Supervisor- (common source) "they do see the end results"
* Peer- often see the actual behavior (co-worker)
* Subordinates -upward feedback
* Self Appraisal
* Customer
337
Also called upward feedback
Subordinates
338
A performance appraisal system in which feedback is obtained from multiple sources such as supervisors, subordinates and peers.
360 degree feedback
339
A performance appraisal strategy in which an employee receives feedback from sources (e.g., clients, subordinates, peers) other than just his/her supervisor.
Multiple-source feedback
340
Concentrates on such employee attributes such as dependability, honest and courtesy. But it provide poor feedback and thus will not result in employee development and growth.
Trait-Focused Performance Dimensions
341
Concentrates on employees KSAOs. Ex. Report-writing skills, driving, knowledge of the law, etc. It advantage is, it is easy to provide feedback and suggest the steps necessary to correct deficiencies.
Competency-Focused Performance Dimensions
342
Through organized by the similarity of tasks that are performed. This often easier to evaluate performance than with other dimension but its more difficult to offer suggestions for how to correct deficiency.
Task-focused performance Dimensions
343
Appraised on the basis of goals to be accomplished by the employee. Advantage is that the employee has easier way to understand why certain behaviors are expected.
Goad-focused performance dimensions
344
Appraised base on prosocial organizational behaviors. Advantage: The effort of an employee makes to get along with peers, improve organization and "GO THE EXTRA MILE"
Contextual Performance
345
Easily used when there are only few employees and most common methods of comparing employee performance.
Rank Order
346
A form of ranking in which a group of employees to be ranked are compared one pair at a time. Comparing each possible pair of employees and choose which is better.
Paired comparison
347
A performance appraisal method in which a predetermined percentage of employees are placed into a number of performance categories. Also called as "Rank and Yank" or "Stack Ranking"
Forced distribution method
348
Four types of objective measures used to measure job performance:
Quantity of Work
Quality of work
Attendance
Safety
349
A type of objective criterion used to measure job performance by comparing a job behavior with a standard.
Quality of work
350
A type of objective criterion used to measure job performance by counting the number of relevant job behaviors that occur.
Quantity of work
351
A common method for objectively measuring one aspect of an employee's performance is by looking at attendance. Three criteria: Absenteeism, tardiness, and tenure
Attendance
352
Ratings of performance: Tools for rating employee performance
Graphic rating Scale
Behavioral Checklist
Comparison with others
Frequency of Desired behavior
Extent to which expectations were met
353
The effect when an individual working on a task compares his or her performance with that of another person performing the same task.
Comparison
354
A method of performance appraisal involving the placement of benchmark behaviors next to each point on a graphic rating scale.
Behaviorally anchored rating scales (BARS)
355
A type of rating error that occurs when raters allow either a single attribute or an overall
impression of an individual to affect the ratings they make on each relevant job dimension.
Halo error
356
Gives a negative rating based inly on the single negative attributes of an employee
Horn Error
357
A type of rating error in which a rater consistently gives all employees high ratings,
regardless of their actual levels of performance.
Leniency error
358
A type of rating error in which a rater consistently gives all employees low ratings, regardless of their actual levels of performance.
Strictness error
359
A type of rating error in which a rater consistently rates all employees in the middle of the scale, regardless of their actual levels of performance.
Central tendency error
360
A type of rating error in which raters base their rating of an employee during one rating period on the ratings the rater gave during a previous period.
Ex. Previous rating is excellent, next rating is still excellent even thought the performance of the employee deteriorate.
Assimilation
361
A type of rating error in which a rating made on one dimension influences the rating made on the dimension that immediately follows it on the rating scale
Proximity error
362
A type of rating error in which the rating of the performance level of one employee affects the ratings given to the next employee being rated.
Contrast error
363
Rating Error: The tendency for supervisors to recall and place more weight on recent behaviors when they evaluate performance.
Recency effect
364
Rating error: The idea that supervisors do not see most of an employee’s behavior.
Infrequent observation
365
Rating error: The amount of stress under which a supervisor operates also affects their performance ratings
Emotional State
366
Raters who like the employees being rated may be more lenient and less accurate in their ratings than would raters who neither like or dislike their employees.
Bias
367
Legal Causes For termination of employees:
Just Cause : Serious Misconduct, Willful Disobedience, Gross and Habitual Neglect of Duties, Fraud, and Willful Breach of Trust
Authorized Cause: Redundancy, Retrenchment to prevent losses, and Closure or Cessation of Operation
368
Legal Process of termination:
Written Notice
Hearing
Written Notice
369
The employer must furnish the workers to be dismissed with two written notices before termination of employment can be effected.
Twin Notice Rule
370
A planned effort by an organization to facilitate the learning of job-related behavior on the
part of its employees.
Training
371
The process of determining the training needs of an organization
Needs analysis
372
Three types of need analysis:
Organizational Analysis
Task Analysis
Person Analysis
373
The process of determining the organizational factors that will either facilitate or inhibit training effectiveness.
If the organization may able to fund the expenses of the training
Organizational Analysis
374
The process of identifying the employees who need training and determining the areas in which each individual employee needs to be trained.
Person Analysis
375
The process of identifying the tasks for which employees need to be trained.
Task Analysis
376
A noninteractive training method in which
the trainer transmits training information over the Internet.
Webcast
377
Short for “web seminar”, an interactive
training method in which training is transmitted over the Inernet.
Webinar
378
Types of training methods:
Classroom training
Distance learning
On-the-Job Training
379
Types of Classroom Training:
Lecturer
Case Study
Simulation
Role Play
Behavior Modeling
Video
380
Types of Distance Learning:
Printed Materials
Video/DVD
Interactive Video
Podcast
Mobile Learning
Webinar
Webcast
Chat rooms and Discussion Boards
381
Types of On-the-Job Training:
Modeling
Job Rotation
Apprentice training
Coaching
Mentoring
Performance Appraisal
382
A training technique in which an employee is presented with a videotaped situation
and is asked to respond to the situation and then receives feedback based on the response.
Interactive video
383
Allow employees to learn material at their own pace, at a time and place that is convenient to them.
Distance Learning
384
A training technique in which employees,
usually in a group, are presented with a real or hypothetical workplace problem and are asked to propose the best solution
Case study
385
Ensuring transfer of training: Practicing a task even after it has been mastered in order to retain learning.
Overlearning
386
Ensuring transfer of training: Concentrating learning into a short period of time.
Massed practice
387
A method of evaluating training in which employees are asked their opinions of a
training program.
Employee reactions
388
Evaluating the effectiveness of a training program by measuring how much employees learned from it.
Employee learning
389
A method of evaluating the effectiveness of training by determining whether the goals of the training were met.
Business impact
390
The amount of money an organization makes after subtracting the cost of training or other interventions
Return on investment (ROI)
391
Measurement of the effectiveness of training by determining the extent to which an employee apply the material taught in a training program.
Training Application
392
A group incentive method in which employees are given the option of buying stock in the future at the price of the stock when the options were granted.
Stock options
393
A group incentive method in which employees get a percentage of the profits made by an
organization
Profit sharing
394
An incentive plan in which employees receive pay bonuses based on performance appraisal scores
Merit pay
395
A group incentive system in which employees are paid a bonus based on improvements in group productivity.
Gainsharing
396
The idea that people behave in ways consistent with their self-image. We behave based on our self-image.
Ex. If the person believes he is intelligent, he should do well in test, but if he thinks he is dumb, he should do poorly.
Self-fulfilling prophecy
397
The extent to which an employee identifies with and is involved with an organization.
Organizational commitment
398
The attitude employees have toward their jobs
Job satisfaction
399
A form of upward communication in which a survey is conducted to determine employee attitudes about an organization.
Attitude Survey
400
A form of upward communication in which employees are asked to place their suggestions in a box.
Suggestion box
401
The transmission of business-related information among employees, management, and customers.
Business communication
402
A method of downward communication in which informal or relatively unimportant written information is posted in a public place.
Bulletin board
403
A formal method of downward communication in which an organization’s rules and procedures are placed in a manual; legally binding by courts of law.
Policy manual
404
A method of downward communication typically used to communicate organizational feedback and celebrate employee success
Newsletters
405
Types of Business communication:
Memos
Telephone calls
Email and voice mails
Business meetings
406
Communication among employees in an organization that is not directly related to the completion of an organizational task
Informal communication
407
Type of Informal comm: Poorly substantiated information and insignificant information that is primarily about individuals. The content of the message lacks significance to the people gossiping
Gossip
408
Type of Informal comm: Poorly substantiated information that is passed along the grapevine. The information has significant to the lives of those communicating the message and can be about individuals or other topics such as job security, personnel changes, the external reputation of the org.
Rumor
409
An unofficial, informal communication
network.
Grapevine
410
Types of upward communication:
Attitude Surveys
Focus Groups and Exit Interviews
Suggestion Boxes
Third-Party Facilitators
411
A pattern of grapevine communication in which a message is passed to a select group of people who each in turn pass the message to a few select others.
Cluster Grapevine
412
A pattern of grapevine communication
in which a message is passed to only a select group of individuals
Gossip grapevine
413
A pattern of grapevine communication in which a message is passed randomly among all employees.
Probability grapevine
414
A pattern of grapevine communication in which a message is passed in a chainlike fashion from one person to the next until
the chain is broken.
Single-strand grapevine
415
Categories of Grapevine: An employee who receives less than half of all grapevine information
Isolate
416
Deviation from a standard of quality; also a
type of response to COMMUNICATION OVERLOAD that involves processing all information but processing some of it incorrectly.
Error
417
Categories of Grapevine: Employees who receive much grapevine information but who seldom pass it on to others.
Dead-enders
418
A response to communication overload in which the employee leaves the organization to reduce the stress.
Escape
419
Reaction to information overload: A person who screens potential communication for someone else and allows only the most important information to pass through.
Gatekeeper
420
A strategy for coping with communication overload in which an organization reduces the amount of communication going to one person by directing some of it to another person.
Multiple channels
421
A response to communication overload that involves the conscious decision not to process certain types of information.
Omission
422
A method of coping with communication overload that involves organizing work into an order in which it will be handled.
Queuing
423
A part of trait theory that postulates that certain types of people will BECOME leaders and certain types will not.
Leader emergence
424
A part of trait theory that postulates that certain types of people will be BETTER leaders than will other types of people.
Leader performance
425
Three aspects of motivation to lead: Those who seek leadership positions because they will result in personal gain.
Noncalculative motivation
426
Three aspects of motivation to lead: The motivation to lead as a result of a desire to be in charge and lead others.
Affective identity motivation
427
Three aspects of motivation to lead: The desire to lead out of a sense of duty or responsibility.
Social-normative motivation
428
Model of group socialization:
*Investigation Stage (recruitment/reconnaissance)
*Socialization Stage (accommodation/assimilation)
*Maintenance Stage (Role Negotiation)
*Resocialization Stage (accommodation/assimilation)
*Remembrance Stage (tradition/Reminiscence)
429
Reasons for joining the groups:
*Assignment
*Physical Proximity
*Affiliation
*Identification
*Emotional Support
*Assistance or Help
*Common Interest
*Common Goals
430
An aim or purpose shared by members of a group.
Common goal
431
Roles within group:
Knowledge Contributor
Process Observer
People Supporter
Challenger
Listener
Mediator
Gatekeeper
Take-Charge Leader
432
Factors affecting Group Performance:
Group Think
Group roles
Individual dominance
Communication Structure
Presence of others
Group Cohesiveness
433
The manner in which members of a group communicate with one another.
Communication structure
434
When one member of a group dominates the group.
Individual dominance
435
The positive effects that occur when a person performs a task in the presence of others.
Social facilitation
436
The negative effects that occur when a person performs a task in the presence of
others.
Social inhibition
437
___ That social loafing occurs when a group member notice that other members are not working hard and thus are "playing him for a sucker". To avoid the situation, the individual lower their performance to match those of the other members.
Sucker Effect
438
___ That social loafing, a group member does not working hard as should if he were alone.
Free-Loader Effect/ Free-Rider Theory
439
The effect on behavior when two or more people are performing the same task in the presence of each other
Coaction
440
The effect on behavior when one or more people passively watch the behavior of another person.
Audience effects
441
Factors affecting Group Cohesiveness:
Stability
Outside Pressure
Group Status
Group Size
Isolation
Group homogeneity
442
The esteem in which the group is held by people not in the group. The higher the group status, the more cohesive.
Group status
443
The number of members in a group. The smaller the group, the more cohesive.
Group size
444
Types of communication structure:
Chains
Circles
Centralized
Open
445
The psychological and behavioral reaction to a perception that another person is either keeping you from reaching a goal, taking away your right to behave in a particular way, or violating the expectancies of a relationship.
Conflict
446
Conflict that keeps people from working together, lessens productivity, spreads to other areas, or increases turnover.
Dysfunctional conflict
447
Conflict that results in increased performance or better interpersonal relations.
Functional conflict
448
Potential problems within group:
Changing Membership
Social Loafing
Group Polarization
Group Think
449
Types of Teams:
Work Teams
Parallel Teams
Project Teams
Management Teams
450
Groups of employees who manage themselves, assign jobs, plan and schedule work, make work-related decisions, and solve work-related problems.
Work teams
451
Also called cross-functional teams, they consist of representatives from various departments (functions) within an organization.
Parallel teams
452
Groups formed to produce one-time outputs such as creating a new product, installing a new software system, or hiring a new employee.
Project teams
453
Teams that coordinate, manage, advice, and direct employees and teams.
Management teams
454
The extent to which team members treat each other in a friendly, informal manner.
Social distance
455
What is work teams:
Identification
Interdependence
Power Differentiation
Social Distance
Conflict Management Process
Negotiation Process
456
The extent to which team members have the same level of power and respect.
Power differentiation
457
The extent to which team members need and rely on other team members.
Interdependence
458
Types of conflict:
Interpersonal Conflict
Group-Group Conflict
Individual-Group Conflict
459
Conflict between two people.
Interpersonal conflict
460
Conflict between an individual and the other members of a group.
Individual–group conflict
461
Conflict between two or more groups.
Group–group conflict
462
Cause of Conflict:
Belief
Task Interdependence
Communication Barriers
Personality
Jurisdictional Ambiguity
Competitions for Resources
463
Physical, cultural, and psychological obstacles that interfere with successful communication and create a source of conflict.
Communication barriers
464
A cause of conflict that occurs when the demand for resources is greater than the resources available.
Competition for resources
465
Conflict caused by a disagreement about geographical territory or lines of authority.
Jurisdictional ambiguity
466
Relatively stable traits possessed by an individual.
Personality
467
A potential source of conflict that arises when the completion of a task by one person affects the completion of a task by another person.
Task interdependence
468
Five stages of employees go through org changes:
Denial
Defense
Discarding
Adaptation
Internalization
469
The first stage in the emotional reaction to change or layoffs, in which an employee denies that an organizational change or layoff will occur.
Denial
470
The second stage of change, in which employees accept that change will occur but try to justify the old way of doing things
Defense
471
The third stage of change, in which employees accept that change will occur and decide to discard their old ways of doing things.
Discarding
472
The fourth stage of change, in which employees try to adapt to new policies and procedures.
Adaptation
473
The fifth and final stage of organizational change, in which employees become comfortable with and productive in the new system.
Internalization
474
Strategies for minimizing resistance to change:
Communication
Learning
Employee Involvement
Stress Management
Negotiation
Coercion
475
Four Approaches to Org. Change:
Action Research Process
Appreciative Inquiry Approach
Large-Group Intervention
Parallel Learning Structure Approach
476
Four-D Model of Appreciative Inquiry:
Discovery
Dreaming
Designing
Delivering
477
Four-D Model of Appreciative Inquiry: Identifying the positive element of the observed events or org. "What is"
Discovery
478
Four-D Model of Appreciative Inquiry: Envisioning what might be possible in an ideal org. "What might be"
Dreaming
479
Four-D Model of Appreciative Inquiry: Engaging in dialogue about "what should be". It involves the process of dialogue, in which participants listen with selfies receptivity to each other's models and assumptions and eventually for, a collective model for thinking within the team.
Designing
480
Four-D Model of Appreciative Inquiry: Developing objectives about "what will be". Participants establish specific objectives and direction for their own org. on the basis of their model of what will be.
Delivering
481
12 types of large scale org. change:
Transformational Change
Incremental Change
Developmental Change
Remedial Change
Process and System Change
People and Culture Change
Structural Change
Merger and Acquisition Change
De-merger Change
Downsizing Change
Relocation Change
Rebranding Change
482
Org. change: Fundamentally shifts how an org. operates, requiring deep commitment.
Transformational Change
483
Org. change: Small, gradual improvements to organizational systems for better efficiency.
Incremental Change
484
Org. change: Improving org. by building on what already exists.
Developmental Change
485
Org. change: Making org. run smoother by improving existing systems and workflows.
Process and System Change
485
Org. change: Streamlining operations and achieving better results through problem-solving.
Remedial Change
486
Org. change: People and culture change transform work environments to be more efficient and effective.
People and Culture Change
486
Org. change: Reshaping an organization to improve efficiency and effectiveness.
Structural Change
487
Org. change: Combining org. for growth and synergy.
Merger and acquisition change
488
Org. change: Breaking up org. mergers to boost agility and efficiency
De-merger Change
489
Org. change: Refreshing organizational image to stay relevant and competitive.
Rebranding Change
489
Org. change: Moving an organization for better efficiency, cost and markets.
Relocation Change
490
Org. change: Smooth-running an organization by reducing the workforce.
Downsizing change
491
Six elements of Org. Structure:
Work Specialization
Departmentalization
Chain of command
Span of control
Centralization and Decentralization
Formalization
492
___ the degree to which org. standardize behavior through rules, procedures, formal training and related mechanisms.
Formalization
493
Companies become_____ as they increasingly rely on various forms of standardization to coordinate work.
formalized
494
Refers to the number of people directly reporting to the next level in the hierarchy.
Span of control
495
___ is characterized by a narrow span of control and high degree of formalization and centralized when making decision.
Mechanistic Structure
496
___ is characterized by wide span of control, little formalization and decentralized decision making.
Organic Structure
497
A type of broad structure that work better in a rapidly changing environment because they are more flexible and responsive to the changes. Task are fluid, adjusting to new situations and org. needs. (complex work)
Organic structure
498
A type of broad structure that operates better in a stable environments because they rely on efficiency and routinary tasks.
Mechanistic Structure
499
What environments suitable for mechanistic structure:
Stable, Simple, Integrated, and Munificent
500
What environments suitable for organic structure:
Dynamic, Complex, Diverse and Hostile Environment
501
Scarcity in resources and more competition in the market.
Hostile environment
502
The process by which the individuals learn the values, expected behaviors, and social knowledge necessary to assume their roles in the org.
Organizational Socialization
503
Values Framework in Org. Culture. (Cameron and Quinn)
Clan
Adhocracy
Hierarchy
Market
504
Collaborative. Do things together.
Clan
505
Create. Do things first
Adhocracy
506
Control. Do things right
Hierarchy
507
Compete. Do things Fast
Market
508
Cultural Models: Low feedback and low degree of risk
Work hard- pay hard culture
509
Cultural Models: High feedback and low degree of risk
Process Culture
510
Cultural Models: Low feedback and High degree of risk
Tough-Guy Macho Culture
511
Cultural Models: high feedback and high degree of risk
Bet-your company culture
512
Four stages of employee go through being laid off:
Denial
Anger
Fear
Acceptance
513
The second stage of emotional reaction to downsizing, in which employees become angry at the organization.
Anger stage
514
The third emotional stage following the announcement of a layoff, in which employees worry about how they will survive financially.
Fear stage
515
The fourth and final stage of emotional reaction to downsizing, in which employees accept that lay-offs will occur and are ready to take steps to secure their future.
Acceptance stage
516
Employees who lose their jobs due to a layoff.
Victims
517
Employees who retain their jobs following a downsizing.
Survivors
518
Work schedules in which 40 hours are worked in less than the traditional five-day workweek.
Compressed workweeks
519
Working more than one job.
Moonlighting
520
A work schedule that allows employees to choose their own work hours
Flextime
521
A flextime schedule in which employees have flexibility in scheduling but must schedule their work hours at least a week in advance.
Flexitour or Modified flexitour
522
Flextime components: The part of a flextime schedule in which employees may choose which hours to work.
Flexible hours
523
A shift schedule in which employees never change the shifts they work.
Fixed shift
524
Flextime components: The total number of potential work hours available each day
Bandwidth
525
Flextime components: The hours in a flextime schedule during which every employee must work.
Core hours
526
A flextime schedule in which employees can choose their own hours without any advance notice or scheduling. (most flexible schedules)
Gliding time
527
A system in which part-time employees who work only during peak hours are paid at a higher hourly rate than all-day, full time employees.
Peak-time pay
528
A work schedule in which two employees share one job by splitting the work hours
Job sharing
529
Working at home rather than at the office by communicating with managers and coworkers via phone, computer, fax machine, and other offsite media.
Telecommuting
530
A shift schedule in which employees periodically change the shifts that they work.
Rotating shift
531
A chart made for each employee that shows what level of input the employee has for each task.
Empowerment chart
532
Levels of employee input: High to lowest level of trust and responsibility.
Absolute- has sole responsibility
Shared/participative/team- has equal vote in decision making
Advisory- make recommendations, new ideas and provide inputs
Ownership of own products- responsible for own quality
Following- work is closely check/approved by others.
