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MOS 2181 > MIDTERM 1 > Flashcards

MIDTERM 1 Flashcards

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1
Q

bureaucracy

A

An organizational form that emphasizes the control and coordination of its members through a strict chain of command, formal rules and procedures, high specialization, and centralized decision making

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2
Q

causal inference

A

Concluding that one variable really does cause another

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3
Q

correlation

A

The statistical relationship between two variables, abbreviated <em>r</em>; it can be positive or negative and range from 0 (no statistical relationship) to ±1 (a perfect statistical relationship)

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4
Q

human relations movement

A

Field of study that recognizes that the psychological attributes of individual workers and the social forces within work groups have important effects on work behaviours

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5
Q

human resources management

A

Field of study that focuses on the applications of OB theories and principles in organizations

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6
Q

inimitable

A

Incapable of being imitated or copied

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7
Q

meta analysis

A

A method that combines the results of multiple scientific studies by essentially calculating a weighted-average correlation across studies (with larger studies receiving more weight)

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8
Q

organizational behavior

A

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

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9
Q

resource based view

A

A model that argues that rare and inimitable resources help firms maintain competitive advantage

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10
Q

rule of one-eight

A

The belief that at best one-eighth, or 12 percent, of organizations will actually do what is required to build profits by putting people first

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11
Q

scientific management

A

Using scientific methods to design optimal and efficient work processes and tasks

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12
Q

socially complex resources

A

Resources created by people, such as culture, teamwork, trust, and reputation

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13
Q

strategic management

A

Field of study devoted to exploring the product choices and industry characteristics that affect an organization’s profitability

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14
Q

theory

A

A collection of verbal and symbolic assertions that specify how and why variables are related, as well as the conditions in which they should (and should not) be related

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15
Q

abuse

A

Employee assault or endangerment from which physical and psychological injuries may occur

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16
Q

adaptive task performance

A

Thoughtful responses by an employee to unique or unusual task demands

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17
Q

behaviourally anchored rating scales

A

Use of examples of critical incidents to evaluate an employee’s job performance behaviours directly

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18
Q

boosterism

A

Positively representing the organization when in public

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19
Q

citizenship behaviour

A

Voluntary employee behaviours that contribute to organizational goals by improving the context in which work takes place

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20
Q

civic virtue

A

Participating in company operations at a deeper-than-normal level through voluntary meetings, readings, and keeping up with news that affects the company

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21
Q

counterproductive behavior

A

Employee behaviours that intentionally hinder organizational goal accomplishment

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22
Q

courtesy

A

Sharing important information with co-workers

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23
Q

creative task performance

A

Ideals or physical outcomes that are both novel and useful

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24
Q

forced ranking

A

A performance management system that forces managers to rank each of their people into one of three categories: the top 20 percent, the vital middle 70 percent, or the bottom 10 percent.

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25
harassment
Unwanted physical contact or verbal remarks from a colleague
26
helping
Assisting co-workers who have heavy workloads, aiding them with personal matters, and showing new employees the ropes
27
incivility
Communication that is rude, impolite, discourteous, and lacking in good manners
28
interpersonal citizenship behaviour
Going beyond normal job expectations to assist, support, and develop co-workers and colleagues
29
job analysis
A process by which an organization determines requirements of specific jobs
30
job performance
Employee behaviours that contribute either positively or negatively to the accomplishment of organizational goals.
31
management by objectives
A management philosophy that bases employee evaluations on whether specific performance goals have been met
32
national occupational classification
A national database of occupations in Canada, organizing over 40,000 job titles into 500 occupational group descriptions
33
organizational citizenship behaviour
Going beyond normal expectations to improve operations of the organization, defend it, and be loyal to it
34
political deviance
Behaviours that intentionally disadvantage other individuals
35
production deviance
Intentionally reducing organizational efficiency of work output
36
property deviance
Behaviours that harm the organization’s assets and possessions
37
routine task performance
Well-known or habitual responses by employees to predictable task demands
38
substance abuse
The abuse of drugs or alcohol before coming to work or while on the job
39
task performance
Employee behaviours that are directly involved in the transformation of organizational resources into the goods or services that the organization produces
40
theft
Stealing company products or equipment from the organization
41
360 degree feedback
A performance evaluation system that uses ratings provided by supervisors, co-workers, subordinates, customers, and the employees themselves
42
voice
An active response, often in reaction to a negative work event, in which an employee attempts to improve the situation
43
wasting resources
Using too many materials or too much time to do too little work
44
absenteeism
A form of physical withdrawal in which employees do not show up for an entire day of work
45
affective commitment
An employee’s desire to remain a member of an organization due to a feeling of emotional attachment
46
compensatory forms model
A model indicating that the various withdrawal behaviours are negatively correlated, so that engaging in one type of withdrawal makes one less likely to engage in other types
47
continuance commitment
An employee’s desire to remain a member of an organization due to an awareness of the costs of leaving
48
cyberloafing
A form of psychological withdrawal in which employees use Internet, e-mail, and instant messaging access for their personal enjoyment rather than work duties
49
embeddedness
An employee’s connection to and sense of fit in the organization and community
50
erosion model
A model that suggests that employees with fewer bonds with co-workers are more likely to quit the organization
51
exit
An active response to a negative work event in which one ends or restricts organizational membership
52
focus of commitment
The people, places, and things that inspire a desire to remain a member of an organization
53
independent forms model
A model that predicts that the various withdrawal behaviours are uncorrelated, so that engaging in one type of withdrawal has little bearing on engaging in other types
54
long breaks
A form of physical withdrawal in which employees take longer-than-normal lunches or breaks to spend less time at work
55
looking busy
A form of psychological withdrawal in which one attempts to appear consumed with work when not performing actual work tasks
56
loyalty
A passive response to a negative work event in which one publicly supports the situation but privately hopes for improvement
57
moonlighting
A form of psychological withdrawal in which employees use work time and resources to do non-work-related activities
58
neglect
A passive, destructive response to a negative work event in which one’s interest and effort in the job declines
59
normative commitment
An employee’s desire to remain a member of an organization due to a feeling of obligation
60
organizational commitment
An employee’s desire to remain a member of an organization
61
perceived organizational support
The degree to which employees believe that the organization values their contributions and cares about their well-being
62
physical withdrawal
A physical escape from the work environment
63
progression model
A model indicating that the various withdrawal behaviours are positively correlated, so that engaging in one type of withdrawal makes one more likely to engage in other types
64
psychological contracts
Employee beliefs about what employees owe the organization and what the organization owes them
65
psychological withdrawal
Actions that provide a mental escape from the work environment
66
quitting
A form of physical withdrawal in which employees voluntarily leave the organization
67
relational contracts
Psychological contracts that focus on a broad set of open-ended and subjective obligations
68
social influence model
A model that suggests that employees with direct linkages to co-workers who leave the organization will themselves be more likely to leave
69
socializing
A form of psychological withdrawal in which one verbally chats with co-workers about non-work topics
70
tardiness
A form of physical withdrawal in which employees arrive late to work or leave work early
71
transactional contracts
Psychological contracts that focus on a narrow set of specific monetary obligations
72
withdrawal behaviour
Employee actions that are intended to avoid work situations
73
ability
The skills, competencies, and areas of expertise that enable an authority to be successful in some specific area
74
accomplishment striving
A strong desire to accomplish task-related goals as a means of expressing one's personality
75
agreeableness
Dimension of personality-reflecting traits like being kind, cooperative, sympathetic, helpful, courteous, and warm
76
the big five
The five major dimensions of personality: conscientiousness, agreeableness, neuroticism, openness to experience, and extraversion
77
cognitive ability
Capabilities related to the use of knowledge to make decisions and solve problems
78
communion striving
A strong desire to obtain acceptance in personal relationships as a means of expressing one’s personality
79
conscientiousness
Dimension of personality-reflecting traits like being dependable, organized, reliable, ambitious, hard-working, and persevering
80
coordination
The quality of physical movement in terms of synchronization of movements and balance
81
cultural values
Shared beliefs about desirable end states or modes of conduct in a given culture that influence the expression of traits
82
culture
The shared values, beliefs, motives, identities, and interpretations that result from common experiences of members of a society and are transmitted across generations
83
emotion regulation
The ability to recover quickly from emotional experiences
84
emotional intelligence
A set of abilities related to the understanding and use of emotions that affect social functioning
85
ethnocentrism
A propensity to view one’s own cultural values as “right” and those of other cultures as “wrong”
86
extraversion
Dimension of personality-reflecting traits like being talkative, sociable, passionate, assertive, bold, and dominant
87
flexibility
The ability to bend, stretch, twist, or reach
88
general cognitive ability
The general level of cognitive ability that plays an important role in determining the more narrow cognitive abilities
89
individualism - collectivism
The degree to which a culture has a loosely knit social framework (individualism) or a tight social framework (collectivism)
90
locus of control
One’s tendency to view the cause of events and personal outcomes as internally or externally controlled
91
masculinity-feminitity
The degree to which a culture values stereotypically male traits (masculinity) or stereotypically female traits (femininity)
92
maximum performance
Performance in brief, special circumstances that demand a person’s best effort
93
negative affectivity
A dispositional tendency to experience unpleasant moods such as hostility, nervousness, and annoyance
94
neuroticism
Dimension of personality-reflecting traits like being nervous, moody, emotional, insecure, jealous, and unstable
95
openness to experience
Dimension of personality-reflecting traits like being curious, imaginative, creative, complex, refined, and sophisticated
96
other awareness
The ability to recognize and understand the emotions that other people are feeling
97
perceptual ability
The capacity to perceive, understand, and recall patterns of information
98
personality
The structures and propensities inside a person that explain his or her characteristic patterns of thought, emotion, and behaviour; personality reflects what people are like and creates their social reputation
99
positive affectivity
A dispositional tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and elation
100
power distance
The degree to which a culture prefers equal power distribution (low power distance) or an unequal power distribution (high power distance)
101
psychomotor ability
Capabilities associated with manipulating and controlling objects
102
quantitative ability
Capabilities associated with doing basic mathematical operations and selecting and applying formulas to solve mathematical problems
103
reasoning ability
A diverse set of abilities associated with sensing and solving problems using insight, rules, and logic
104
self awareness
The ability to recognize and understand the emotions in oneself
105
sensory ability
Capabilities associated with vision and hearing
106
short term vs long term orientation
The degree to which a culture stresses values that are past- and present-oriented (short-term orientation) or future-oriented (long-term orientation)
107
situational strength
The degree to which situations have clear behavioural expectations, incentives, or instructions that make differences between individuals less important
108
spatial ability
Capabilities associated with visual and mental representation and manipulation of objects in space
109
stamina
The ability of a person’s lungs and circulatory system to work efficiently while he or she is engaging in prolonged physical activity
110
status striving
A strong desire to obtain power and influence within a social structure as a means of expressing one’s personality
111
strength
The degree to which the body is capable of exerting force
112
trait activation
The degree to which situations provide cues that trigger the expression of a given personality trait
113
traits
Recurring trends in people’s responses to their environment
114
typical performance
Performance in the routine conditions that surround daily job tasks
115
uncertainty avoidance
The degree to which a culture tolerates ambiguous situations (low uncertainty avoidance) or feels threatened by them (high uncertainty avoidance)
116
use of emotions
The degree to which people can harness emotions and employ them to improve their chances of being successful in whatever they are seeking to do
117
verbal ability
Various capabilities associated with understanding and expressing oral and written communication
118
wonderlic personel test
A 12-minute test of general cognitive ability used to hire job applicants
119
zero acquaintance situations
Situations in which two people have just met

MOS 2181 (1 decks)

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