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ORGB 364 > ORGB 364FLash > Flashcards

ORGB 364FLash Flashcards

1
Q

task performance

A

The individual’s voluntary goal-directed behaviours that contribute to organizational objectives.

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2
Q

agreeableness

A

A personality dimension describing people who are trusting, helpful, good-natured, considerate, tolerant, selfless, generous, and flexible.

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3
Q

openness to experience

A

A personality dimension describing people who are imaginative, creative, unconventional, curious, nonconforming, autonomous, and aesthetically perceptive.

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4
Q

ability

A

The natural aptitudes and learned capabilities required to successfully complete a task.

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5
Q

achievement-nurturing orientation

A

A cross-cultural value describing the degree to which people in a culture emphasize competitive versus cooperative relations with other people.

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6
Q

action research

A

A problem-focused change process that combines action orientation (changing attitudes and behaviour) and research orientation (testing theory through data collection and analysis).

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7
Q

adaptive culture

A

An organizational culture in which employees are receptive to change, including the ongoing alignment of the organization to its environment and continuous improvement of internal processes.

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8
Q

affective organizational commitment

A

An individual’s emotional attachment to, involvement in, and identification with an organization.

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9
Q

anchoring and adjustment heuristic

A

A natural tendency for people to be influenced by an initial anchor point such that they do not sufficiently move away from that point as new information is provided.

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10
Q

appreciative inquiry

A

An organizational change strategy that directs the group’s attention away from its own problems and focuses participants on the group’s potential and positive elements.

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11
Q

artifacts

A

The observable symbols and signs of an organization’s culture.

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12
Q

attitudes

A

The cluster of beliefs, assessed feelings, and behavioural intentions towards a person, object, or event (called an attitude object).

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13
Q

attraction–selection–attrition (ASA) theory

A

A theory which states that organizations have a natural tendency to attract, select, and retain people with values and personality characteristics that are consistent with the organization’s character, resulting in a more homogeneous organization and a stronger culture.

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14
Q

attribution process

A

The perceptual process of deciding whether an observed behaviour or event is caused largely by internal or external factors.

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15
Q

authentic leadership

A

The view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept.

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16
Q

availability heuristic

A

A natural tendency to assign higher probabilities to objects or events that are easier to recall from memory, even though ease of recall is also affected by nonprobability factors (e.g., emotional response, recent events).

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17
Q

best alternative to a negotiated agreement (BATNA)

A

The best outcome you might achieve through some other course of action if you abandon the current negotiation.

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18
Q

bicultural audit

A

A process of diagnosing cultural relations between companies and determining the extent to which cultural clashes will likely occur.

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19
Q

bounded rationality

A

The view that people are bounded in their decision-making capabilities, including access to limited information, limited information processing, and tendency toward satisficing rather than maximizing when making choices.

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20
Q

brainstorming

A

A freewheeling, face-to-face meeting where team members aren’t allowed to criticize but are encouraged to speak freely, generate as many ideas as possible, and build on the ideas of others.

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21
Q

brainwriting

A

A variation of brainstorming whereby participants write (rather than speak about) and share their ideas.

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22
Q

Brooks’s law

A

The principle that adding more people to a late software project only makes it later.

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23
Q

categorical thinking

A

Organizing people and objects into preconceived categories that are stored in our long-term memory.

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24
Q

centrality

A

A contingency of power pertaining to the degree and nature of interdependence between the powerholder and others.

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25
Q

centralization

A

The degree to which formal decision-making authority is held by a small group of people, typically those at the top of the organizational hierarchy.

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26
Q

ceremonies

A

Planned displays of organizational culture, conducted specifically for the benefit of an audience.

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27
Q

charisma

A

A set of self-presentation characteristics and nonverbal communication behaviours (i.e., signalling) that generate interpersonal attraction and referent power over others as well as deference to the charismatic person.

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28
Q

coalition

A

A group that attempts to influence people outside the group by pooling the resources and power of its members.

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29
Q

cognitive dissonance

A

An emotional experience caused by a perception that our beliefs, feelings, and behaviour are incongruent with one another.

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30
Q

collectivism

A

A cross-cultural value describing the degree to which people in a culture emphasize duty to groups to which they belong and to group harmony.

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31
Q

communication

A

The process by which information is transmitted and understood between two or more people.

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32
Q

confirmation bias

A

The process of screening out information that is contrary to our values and assumptions, and to more readily accept confirming information.

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33
Q

conflict

A

The process in which one party perceives that its interests are being opposed or negatively affected by another party.

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34
Q

conscientiousness

A

A personality dimension describing people who are organized, dependable, goal-focused, thorough, disciplined, methodical, and industrious.

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35
Q

constructs

A

Abstract ideas constructed by researchers that can be linked to observable information.

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36
Q

contact hypothesis

A

A theory stating that the more we interact with someone, the less prejudiced or perceptually biased we will be against that person.

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37
Q

continuance commitment

A

An individual’s calculative attachment to an organization.

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38
Q

corporate social responsibility (CSR)

A

Organizational activities intended to benefit society and the environment beyond the firm’s immediate financial interests or legal obligations.

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39
Q

counterproductive work behaviours (CWBs)

A

Voluntary behaviours that have the potential to directly or indirectly harm the organization.

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40
Q

countervailing power

A

The capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship.

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41
Q

creativity

A

The development of original ideas that make a socially recognized contribution.

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42
Q

decision making

A

The conscious process of making choices among alternatives with the intention of moving toward some desired state of affairs.

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43
Q

deep-level diversity

A

Differences in the psychological characteristics of employees, including personalities, beliefs, values, and attitudes.

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44
Q

distributive justice

A

The perception that appropriate decision criteria (rules) have been applied to calculate how various benefits and burdens are distributed.

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45
Q

divergent thinking

A

Reframing a problem in a unique way and generating different approaches to the issue.

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46
Q

divisional structure

A

An organizational structure in which employees are organized around geographic areas, outputs (products or services), or clients.

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47
Q

drives

A

Hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions to energize individuals.

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48
Q

learning orientation

A

A set of collective beliefs and norms that encourage people to question past practices, learn new ideas, experiment putting ideas into practice, and view mistakes as part of the learning process.

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49
Q

electronic brainstorming

A

A form of brainwriting that relies on networked computers for submitting and sharing creative ideas.

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50
Q

emotional contagion

A

The nonconscious process of “catching” or sharing another person’s emotions by mimicking that person’s facial expressions and other nonverbal behaviour.

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51
Q

emotional intelligence (EI)

A

A set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others.

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52
Q

emotional labour

A

The effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions.

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53
Q

emotions

A

Physiological, behavioural, and psychological episodes experienced toward an object, person, or event that create a state of readiness.

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54
Q

empathy

A

A person’s understanding of and sensitivity to the feelings, thoughts, and situations of others.

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55
Q

employee engagement

A

A person’s emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals.

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56
Q

employee share ownership plans (ESOPs)

A

A reward system that encourages employees to buy company shares.

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57
Q

psychological empowerment

A

A perceptual and emotional state in which people experience more self-determination, meaning, competence, and impact regarding their role in the organization.

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58
Q

equity theory

A

A theory explaining how people develop perceptions of fairness in the distribution and exchange of resources.

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59
Q

escalation of commitment

A

The tendency to repeat an apparently bad decision or allocate more resources to a failing course of action.

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60
Q

ethics

A

The study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad.

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61
Q

evaluation apprehension

A

Occurs when individuals are reluctant to mention ideas that seem silly because they believe that others in the decision-making team are silently evaluating them.

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62
Q

evidence-based management

A

The practice of making decisions and taking actions based on research evidence.

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63
Q

exit-voice-loyalty-neglect (EVLN) model

A

The four ways, as indicated in the name, that employees respond to job dissatisfaction.

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64
Q

expectancy theory

A

A motivation theory based on the idea that work effort is directed toward behaviours that people believe will lead to desired outcomes.

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65
Q

extraversion

A

A personality dimension describing people who are outgoing, talkative, sociable, and assertive.

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66
Q

false-consensus effect

A

A perceptual error in which we overestimate the extent to which others have beliefs and characteristics similar to our own.

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67
Q

field surveys

A

Research design strategies that involve collecting and analyzing information in a natural environment, such as an office, a factory, or other existing location.

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68
Q

five-factor (Big Five) model

A

The five broad dimensions representing most personality traits: conscientiousness, neuroticism, openness to experience, agreeableness, and extraversion.

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69
Q

force field analysis

A

Kurt Lewin’s model of system-wide change that helps change agents diagnose the forces that drive and restrain proposed organizational change.

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70
Q

formalization

A

The degree to which organizations standardize behaviour through rules, procedures, formal training, and related mechanisms.

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71
Q

four-drive theory

A

A motivation theory based on the innate drives to acquire, bond, comprehend, and defend that incorporates both emotions and rationality.

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72
Q

functional structure

A

An organizational structure in which employees are organized around specific knowledge or other resources.

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73
Q

fundamental attribution error

A

The tendency to see the person rather than the situation as the main cause of that person’s behaviour.

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74
Q

gainsharing plan

A

A team-based reward that calculates bonuses from the work unit’s cost savings and productivity improvement.

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75
Q

general adaptation syndrome

A

A model of the stress experience, consisting of three stages: alarm reaction, resistance, and exhaustion.

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76
Q

global mindset

A

An individual’s ability to perceive, appreciate, and empathize with people from other cultures, and to process complex cross-cultural information.

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77
Q

grapevine

A

An unstructured and informal communication network founded on social relationships rather than organizational charts or job descriptions.

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78
Q

grounded theory

A

A process of developing knowledge through the constant interplay of data collection, analysis, and theory development.

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79
Q

halo effect

A

A perceptual error whereby our general impression of a person, usually based on one prominent characteristic, colours our perception of other characteristics of that person.

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80
Q

human capital

A

The knowledge, skills, abilities, creative thinking, and other valued resources that employees bring to the organization.

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81
Q

hypotheses

A

Statements making empirically testable declarations that certain variables and their corresponding measures are related in a specific way proposed by the theory.

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82
Q

implicit favourite

A

A preferred alternative that the decision maker uses repeatedly as a comparison with other choices.

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83
Q

implicit leadership theory

A

A theory stating that people evaluate a leader’s effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviours of effective leaders (leadership prototypes), and that people tend to inflate the influence of leaders on organizational events.

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84
Q

impression management

A

Actively shaping through self-presentation and other means the perceptions and attitudes that others have of us.

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85
Q

individualism

A

A cross-cultural value describing the degree to which people in a culture emphasize independence and personal uniqueness.

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86
Q

influence

A

Any behaviour that attempts to alter someone’s attitudes or behaviour.

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87
Q

information overload

A

A condition in which the volume of information received exceeds the person’s capacity to process it.

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88
Q

inoculation effect

A

A persuasive communication strategy of warning listeners that others will try to influence them in the future and that they should be wary about the opponent’s arguments.

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89
Q

intellectual capital

A

A company’s stock of knowledge, including human capital, structural capital, and relationship capital.

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90
Q

interpretivism

A

The view held in many qualitative studies that reality comes from shared meaning among people in a particular environment.

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91
Q

intuition

A

The ability to know when a problem or opportunity exists and to select the best course of action without conscious reasoning.

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92
Q

job characteristics model

A

A job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties.

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93
Q

job enlargement

A

The practice of increasing the number and variety of related tasks assigned to a job.

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94
Q

job enrichment

A

The practice of giving employees more responsibility for scheduling, coordinating, and planning their own work.

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95
Q

job evaluation

A

Systematically rating the worth of jobs within an organization by measuring their required skill, effort, responsibility, and working conditions.

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96
Q

job satisfaction

A

A person’s evaluation of their job and work context.

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97
Q

job specialization

A

The result of division of labour in which work is subdivided into separate jobs assigned to different people.

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98
Q

Johari Window

A

A model of self-awareness and mutual understanding with others that advocates disclosure and feedback to increase our open area and reduce the blind, hidden, and unknown areas.

99
Q

laboratory experiment

A

Any research study in which independent variables and variables outside the researcher’s main focus of inquiry can be controlled to some extent.

100
Q

leadership substitutes theory

A

A theory identifying conditions that either limit a leader’s ability to influence subordinates or make a particular leadership style unnecessary.

101
Q

leadership

A

Influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members.

102
Q

legitimate power

A

An agreement among organizational members that people in certain roles can request certain behaviours of others.

103
Q

locus of control

A

A person’s general belief about the amount of control they have over personal life events.

104
Q

management by wandering around (MBWA)

A

A communication practice in which executives get out of their offices and learn from others in the organization through face-to-face dialogue.

105
Q

managerial leadership

A

A leadership perspective stating that effective leaders help employees improve their performance and well-being towards current objectives and practices.

106
Q

Maslow’s needs hierarchy theory

A

A motivation theory of needs arranged in a hierarchy, whereby people are motivated to fulfill a higher need as a lower one becomes gratified.

107
Q

matrix structure

A

An organizational structure that overlays two structures (such as a geographic divisional and a product structure) in order to leverage the benefits of both.

108
Q

mechanistic structure

A

An organizational structure with a narrow span of control and a high degree of formalization and centralization.

109
Q

media richness

A

A medium’s data-carrying capacity, that is, the volume and variety of information that can be transmitted during a specific time.

110
Q

mental imagery

A

The process of mentally practising a task and visualizing its successful completion.

111
Q

mental models

A

Knowledge structures that we develop to describe, explain, and predict the world around us.

112
Q

mindfulness

A

A person’s receptive and impartial attention to and awareness of the present situation as well as to one’s own thoughts and emotions in that moment.

113
Q

moral intensity

A

The degree to which an issue demands the application of ethical principles.

114
Q

moral sensitivity

A

A person’s ability to recognize the presence of an ethical issue and determine its relative importance.

115
Q

motivation

A

The forces within a person that affect the direction, intensity, and persistence of effort for voluntary behaviour.

116
Q

Myers-Briggs Type Indicator (MBTI)

A

An instrument designed to measure the elements of Jungian personality theory, particularly preferences regarding perceiving and judging information.

117
Q

need for achievement (nAch)

A

A learned need in which people want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success.

118
Q

need for affiliation (nAff)

A

A learned need in which people seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation.

119
Q

need for power (nPow)

A

A learned need in which people want to control their environment, including people and material resources, to benefit either themselves (personalized power) or others (socialized power).

120
Q

needs

A

Goal-directed forces that people experience.

121
Q

negotiation

A

The process in which interdependent parties with divergent beliefs or goals attempt to reach agreement on issues that mutually affect them.

122
Q

network structure

A

An alliance of several organizations for the purpose of creating a product or serving a client.

123
Q

neuroticism

A

A personality dimension describing people who tend to be anxious, insecure, self-conscious, depressed, and temperamental.

124
Q

nominal group technique

A

A variation of brainwriting consisting of three stages: participants (1) silently and independently document their ideas, (2) collectively describe these ideas to the other team members without critique, and then (3) silently and independently evaluate the ideas presented.

125
Q

norm of reciprocity

A

A felt obligation and social expectation of helping or otherwise giving something of value to someone who has already helped or given something of value to you.

126
Q

norms

A

The informal rules and shared expectations that groups establish to regulate the behaviour of their members.

127
Q

open systems

A

The view that organizations depend on the external environment for resources, affect that environment through their output, and consist of internal subsystems that transform inputs to outputs.

128
Q

organic structure

A

An organizational structure with a wide span of control, little formalization, and decentralized decision making.

129
Q

organic structure

A

An organizational structure with a wide span of control, little formalization, and decentralized decision making.

130
Q

organizational behaviour (OB)

A

The study of what people think, feel, and do in and around organizations.

131
Q

organizational behaviour modification (OB Mod)

A

A theory that explains employee behaviour in terms of the antecedent conditions and consequences of that behaviour.

132
Q

organizational citizenship behaviours (OCBs)

A

Various forms of cooperation and helpfulness to others that support the organization’s social and psychological context.

133
Q

organizational culture

A

The values and assumptions shared within an organization.

134
Q

organizational effectiveness

A

The extent to which an organization has a good fit with its external environment, effectively transforms inputs to outputs through human capital, and satisfies the needs of key stakeholders.

135
Q

organizational politics

A

The use of influence tactics for personal gain at the perceived expense of others and the organization.

136
Q

organizational socialization

A

The process by which individuals learn the values, expected behaviours, and social knowledge necessary to assume their roles in the organization.

137
Q

organizational strategy

A

The way the organization positions itself in its setting in relation to its stakeholders, given the organization’s resources, capabilities, and mission.

138
Q

organizational structure

A

The division of labour as well as the patterns of coordination, communication, workflow, and formal power that direct organizational activities.

139
Q

organizations

A

Groups of people who work interdependently toward some purpose.

140
Q

parallel learning structures

A

Highly participative arrangements composed of people from most levels of the organization who follow the action research model to produce meaningful organizational change.

141
Q

path–goal leadership theory

A

A leadership theory stating that effective leaders choose the most appropriate leadership style(s), depending on the employee and situation, to influence employee expectations about desired results and their positive outcomes.

142
Q

perception

A

The process of receiving information about and making sense of our surrounding environment.

143
Q

personality

A

The relatively enduring pattern of thoughts, emotions, and behaviours that characterize a person, along with the psychological processes behind those characteristics.

144
Q

persuasion

A

The use of facts, logical arguments, and emotional appeals to change another person’s beliefs and attitudes, usually for the purpose of changing the person’s behaviour.

145
Q

positive organizational behaviour

A

A perspective of organizational behaviour that focuses on building positive qualities and traits within individuals or institutions as opposed to focusing on what is wrong with them.

146
Q

positivism

A

A view held in quantitative research in which reality exists independent of the perceptions and interpretations of people.

147
Q

power distance

A

A cross-cultural value describing the degree to which people in a culture accept unequal distribution of power in a society.

148
Q

power

A

The capacity of a person, team, or organization to influence others.

149
Q

power

A

The capacity of a person, team, or organization to influence others.

150
Q

primacy effect

A

A perceptual error in which we quickly form an opinion of people based on the first information we receive about them.

151
Q

procedural justice

A

The perception that appropriate procedural rules have been applied throughout the decision process.

152
Q

process losses

A

Resources (including time and energy) expended toward team development and maintenance rather than the task.

153
Q

production blocking

A

A time constraint in team decision making due to the procedural requirement that only one person may speak at a time.

154
Q

profit-sharing plan

A

A reward system that pays bonuses to employees on the basis of the previous year’s level of corporate profits.

155
Q

profit-sharing plan

A

A reward system that pays bonuses to employees on the basis of the previous year’s level of corporate profits.

156
Q

prospect theory effect

A

An innate tendency to feel stronger negative emotion from losing a particular amount than positive emotion from gaining an equal amount.

157
Q

psychological contract

A

The individual’s beliefs about the terms and conditions of a reciprocal exchange agreement between that person and another party (typically an employer).

158
Q

rational choice decision making

A

The process of using pure logic and all available information about all alternatives to choose the alternative with the highest value.

159
Q

realistic job preview (RJP)

A

A method of improving organizational socialization in which job applicants are given a balance of positive and negative information about the job and work context.

160
Q

reality shock

A

The stress that results when employees perceive discrepancies between their pre-employment expectations and on-the-job reality.

161
Q

recency effect

A

A perceptual error in which the most recent information dominates our perception of others.

162
Q

referent power

A

The capacity to influence others on the basis of an identification with and respect for the power holder.

163
Q

refreezing

A

The latter part of the change process, in which systems and structures are introduced that reinforce and maintain the desired behaviours.

164
Q

relationship capital

A

The value derived from an organization’s relationships with customers, suppliers, and others.

165
Q

relationship conflict

A

A type of conflict in which people focus their discussion on qualities of the people in the dispute, rather than on the qualities of the ideas presented regarding a task-related issue.

166
Q

representative sampling

A

The process of sampling a population in such a way that one can extrapolate the results of that sample to the larger population.

167
Q

representativeness heuristic

A

A natural tendency to evaluate probabilities of events or objects by the degree to which they resemble (are representative of) other events or objects rather than on objective probability information.

168
Q

rituals

A

The programmed routines of daily organizational life that dramatize the organization’s culture.

169
Q

role perceptions

A

The degree to which a person understands the job duties assigned to or expected of them.

170
Q

role

A

A set of behaviours that people are expected to perform because they hold specific formal or informal positions in a team and organization.

171
Q

satisficing

A

Selecting an alternative that is satisfactory or “good enough,” rather than the alternative with the highest value (maximization).

172
Q

scenario planning

A

A systematic process of thinking about alternative futures and what the organization should do to anticipate and react to those environments.

173
Q

scientific management

A

The practice of systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency.

174
Q

scientific method

A

A set of principles and procedures that help researchers to systematically understand previously unexplained events and conditions.

175
Q

selective attention

A

The process of attending to some information received by our senses and ignoring other information.

176
Q

self-concept

A

An individual’s self-beliefs and self-evaluations.

177
Q

self-directed teams (SDTs)

A

Cross-functional work groups that are organized around work processes, complete an entire piece of work requiring several interdependent tasks, and have substantial autonomy over the execution of those tasks.

178
Q

self-efficacy

A

A person’s belief that they have the ability, motivation, correct role perceptions, and favourable situation to complete a task successfully.

179
Q

self-enhancement

A

A person’s inherent motivation to have a positive self-concept (and to have others perceive them favourably), such as being competent, attractive, lucky, ethical, and important.

180
Q

self-fulfilling prophecy

A

The perceptual process in which our expectations about another person cause that person to act more consistently with those expectations.

181
Q

self-leadership

A

Specific cognitive and behavioural strategies to achieve personal goals and standards through self-direction and self-motivation.

182
Q

self-reinforcement

A

Reinforcement that occurs when an employee has control over a reinforcer but doesn’t ‘take’ it until completing a self-set goal.

183
Q

self-serving bias

A

The tendency to attribute our favourable outcomes to internal factors and our failures to external factors.

184
Q

self-talk

A

The process of talking to ourselves about our own thoughts or actions.

185
Q

self-verification

A

A person’s inherent motivation to confirm and maintain their existing self-concept.

186
Q

servant leadership

A

The view that leaders serve followers, rather than vice versa; leaders help employees fulfil their needs and are coaches, stewards, and facilitators of employee performance.

187
Q

service profit chain model

A

A theory explaining how employees’ job satisfaction influences company profitability indirectly through service quality, customer loyalty, and related factors.

188
Q

share options

A

A reward system that gives employees the right to purchase company shares at a future date at a predetermined price.

189
Q

shared leadership

A

The view that leadership is a role, not a position assigned to one person; consequently, people within the team and organization lead each other.

190
Q

skill variety

A

The extent to which employees must use different skills and talents to perform tasks within their jobs.

191
Q

social capital

A

The knowledge, opportunities, and other resources available to members of a social network, along with the mutual support, trust, reciprocity, and coordination that facilitate sharing of those resources.

192
Q

social cognitive theory

A

A theory that explains how learning and motivation occur by observing and modelling others as well as by anticipating the consequences of our behaviour.

193
Q

social identity theory

A

A theory stating that people define themselves by the groups to which they belong or have an emotional attachment.

194
Q

social loafing

A

The problem that occurs when people exert less effort (and usually perform at a lower level) when working in teams than when working alone.

195
Q

social networks

A

Social structures of individuals or social units that are connected to each other through one or more forms of interdependence.

196
Q

span of control

A

The number of people directly reporting to the next level in the hierarchy.

197
Q

stakeholders

A

Individuals, groups, and other entities that affect, or are affected by, the organization’s objectives and actions.

198
Q

stereotype threat

A

An individual’s concern about confirming a negative stereotype about their group.

199
Q

stereotyping

A

The process of assigning traits to people based on their membership in a social category.

200
Q

strengths-based coaching

A

An approach to coaching and feedback that focuses on building and leveraging the employee’s strengths rather than trying to correct their weaknesses.

201
Q

stress

A

An adaptive response to a situation that is perceived as challenging or threatening to the person’s well-being.

202
Q

stressors

A

Environmental conditions that place a physical or emotional demand on the person.

203
Q

structural hole

A

An area between two or more dense social network areas that lacks network ties.

204
Q

superordinate goals

A

Goals that the conflicting parties value and whose attainment requires the joint resources and effort of those parties.

205
Q

surface-level diversity

A

The observable demographic or physiological differences in people, such as their race, ethnicity, gender, age, and physical disabilities.

206
Q

task conflict

A

A type of conflict in which people focus their discussion around the issue (i.e., the “task”) in which different viewpoints occur while showing respect for people involved in that disagreement.

207
Q

task identity

A

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

208
Q

task interdependence

A

The extent to which employees must share materials, information, or expertise with others to perform their jobs.

209
Q

task significance

A

The degree to which a job has a substantial impact on the organization and/or larger society.

210
Q

team cohesion

A

The degree of attraction people feel toward the team and their motivation to remain members.

211
Q

team efficacy

A

The collective belief among team members of the team’s capability to successfully complete a task.

212
Q

team-based structure

A

An organizational structure built around self-directed teams that complete an entire piece of work.

213
Q

teams

A

Groups of two or more people who interact and influence each other, are mutually accountable for achieving common goals associated with organizational objectives, and perceive themselves as a social entity within an organization.

214
Q

theory

A

A general set of propositions that describes interrelationships among several concepts.

215
Q

third-party conflict resolution

A

Any attempt by a relatively neutral person to help conflicting parties resolve their differences.

216
Q

transformational leadership

A

A leadership perspective that explains how leaders change teams or organizations by creating, communicating, and modelling a vision for the organization or work unit and inspiring employees to strive for that vision.

217
Q

trust

A

Positive expectations one person has toward another person or group in situations involving risk.

218
Q

uncertainty avoidance

A

A cross-cultural value describing the degree to which people in a culture tolerate ambiguity (low uncertainty avoidance) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance).

219
Q

unfreezing

A

The first part of the organizational change process, in which the change agent produces disequilibrium between the driving and restraining forces.

220
Q

upward appeal

A

A type of influence in which someone with higher authority or expertise is relied on in reality or symbolically to support the influencer’s position.

221
Q

values

A

Relatively stable evaluative beliefs that guide a person’s preferences for outcomes or courses of action in a variety of situations.

222
Q

remote teams

A

Teams whose members operate across space, time, and organizational boundaries and are linked through information technologies to achieve organizational tasks.

223
Q

wikis

A

Collaborative web spaces where anyone in a group can write, edit, or remove material from the website.

224
Q

win–lose orientation

A

The belief that conflicting parties are drawing from a fixed pie, so the more one party receives, the less the other party will receive.

225
Q

win–win orientation

A

The belief that conflicting parties will find a mutually beneficial solution to their disagreement.

226
Q

inclusive workplace

A

A workplace that values people of all identities and allows them to be fully themselves while contributing to the organization.

227
Q

work–life integration

A

The extent to which people are effectively engaged in their various work and nonwork roles and have a low degree of role conflict across those life domains.

228
Q

MARS model

A

A model depicting the four variables—motivation, ability, role perceptions, and situational factors—that directly influence an individual’s voluntary behaviour and performance.

229
Q

intrinsic motivation

A

Motivation that occurs when people are fulfilling their needs for competence and autonomy by engaging in the activity itself, rather than from an externally controlled outcome of that activity.

230
Q

extrinsic motivation

A

Motivation that occurs when people want to engage in an activityfor instrumental reasons, that is, to receive something that is beyond their personal control.

231
Q

goal

A

A cognitive representation of a desired end state that a person is committed to attain.

232
Q

interactional justice

A

The perception that appropriate rules have been applied in the way the people involved are treated throughout the decision process.

233
Q

dark triad

A

A cluster of three socially undesirable (dark) personality traits: Machiavellianism,narcissism, and psychopathy.

234
Q

Machiavellianism

A

A personality trait of people whodemonstrate a strong motivation to achieve their own goals at the expense of others, who believe that deceitis a natural and acceptable way to achieve their goals,whotake pleasure in outwitting and misleading others using crude influence tactics,and who have a cynical disregard for morality.

235
Q

narcissism

A

A personality trait of people with a grandiose, obsessive belief in their superiority and entitlement, a propensity to aggressively engage in attention-seeking behaviours, an intense envy of others, and tendency to exhibit arrogance, callousness, and exploitation of others for personal aggrandizement.

236
Q

psychopathy

A

A personality trait of people who ruthlessly dominate and manipulate others without empathy or any feelings of remorse or anxiety, use superficial charm, yet are social predators who engage in antisocial, impulsive, and often fraudulent thrill-seeking behaviour.

237
Q

social media

A

Digital communication channels that enable people to collaborate in the creation and exchange of user-generated content.

238
Q

synchronicity

A

The extent to which the channel requires or allows both sender and receiver to be actively involved in the conversation at the same time (synchronous) or at different times (asynchronous).

239
Q

social presence

A

The extent to which a communication channel creates psychological closeness to others, awareness of their humanness, and appreciation of the interpersonal relationship.

240
Q

task variability

A

The degree to which job duties are nonroutine and unpredictable; employees perform diverse tasks from one day to the next because they are faced withunfamiliar and unexpected issues.

241
Q

task analyzability

A

The degree to which job duties allow the application of established procedures and rules to guide decisions and behaviour (high analyzability); employee creativity and judgment are necessary to perform jobs with low task analyzability.

242
Q

design thinking

A

A human-centred, solution-focused creative process that applies both intuition and analytical thinking to clarify problems and generate innovative solutions.

243
Q

psychological safety

A

A shared belief that it is safe to engage in interpersonal risk-taking; specifically, that presenting unusual ideas, constructively disagreeing with the majority, and experimenting with new work behaviours will not result in co-workers posing a threat to one’s self-concept, status, or career.

ORGB 364 (2 decks)

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