Buad 304

Front 1

Managers:

Back 1

individuals who achieve goals thru other people

Front 2

organization

Back 2

a coordianted social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal/s

Front 3

planning:

Back 3

a process that includes defining goals, establishing a strategy, and developing plans to coordinate activities.

Front 4

Organizing:

Back 4

determine what tasks are to be done, who is to do them, who reports them...

Front 5

Leading

Back 5

direct and coordinate people: motivate or resolve problems.

Front 6

Controlling

Back 6

Must monitor the organization's performance; monitor, compare, and potentially correct.

Front 7

Technical skills:

Back 7

the ability to apply specialized knowledge.

Front 8

Human Skills:

Back 8

Ability to work with, understand, and motivate other people. Must be able to delegate, communicate and motivate.

Front 9

Conceptual Skills:

Back 9

The mental ability to analyze and diagnose complex situations.

Front 10

ob

Back 10

A field of study that investigates the impact that individuals, groups and structure have on behavior within organizations/ purpose is to improve organization's effectiveness.

Front 11

Systematic study

Back 11

look at relationships, attribute cause and effects, base conclusions on scientific evidence.

Front 12

Intuition:

Back 12

a gut feeling not supported by research.

Front 13

Psychology

Back 13

science that seeks to measure, explain and sometimes change the behavior of humans.

Front 14

Social Psychology:

Back 14

blends psychology and sociology; focus: people's influence on one another.; focus: change: how to implement it and reduce barriers to its acceptance.

Front 15

Sociology:

Back 15

studies people in relation to environment

Front 16

contingency variables:

Back 16

situational factors: variables that moderate the relationship between two or more variables.

Front 17

Workforce diversity:

Back 17

the fact that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sex orientation, and other diverse groups.

Front 18

Empowering employees:

Back 18

putting employees in charge of what they do.

Front 19

classical conditioning:

Back 19

a type of conditioning in which an individual responds to some stimulants that would not ordinarily produce such a response

Front 20

operant conditioning:

Back 20

it type of conditioning and which desired voluntary behavior leads to a reward or prevents a punishment.

Front 21

Behaviorism:

Back 21

a theory which argues that behavior follows stimuli in a relatively unthinking manner.

Front 22

social learning theory:

Back 22

the view that people can learn through observation and direct experience for processes: attentional process, retention process, motor reproduction process, and reinforcement process

Front 23

shaping behavior:

Back 23

systematically reinforcing each successive step that moves an individual closer to the desired response

Front 24

continuous reinforcement:

Back 24

reinforcing a desired behavior each time it is demonstrated

Front 25

intermittent reinforcement:

Back 25

reinforcing a desired behavior often enough to make the behavior worth repeating but not every time it is demonstrated.

Front 26

Fixed interval schedule:

Back 26

spacing rewards at uniform time intervals.

Front 27

The variable interval schedule:

Back 27

distributing rewards at times so that reinforcements are unpredictable

Front 28

fixed ratio scheduled:

Back 28

initiating rewards after a fixed or constant number of responses.

Front 29

Variable ratio schedule:

Back 29

baring their reward relative to the behavior of the individual

Front 30

OB Mod:

Back 30

the application of reinforcement concepts to individuals in the work settings. Typical five-step problem-solving method: identifying critical behaviors, developing baseline data, identifying behavioral consequences, developing and implementing an intervention strategy, and evaluating performance improvement.

Front 31

ability:

Back 31

an individual's capacity to perform the various tasks in the job

Front 32

intellectual abilities:

Back 32

the capacity to do mental activities such as thinking reasoning and problem solving.

Front 33

multiple intelligences:

Back 33

intelligence contains four subparts: cognitive, social, emotional, and cultural

Front 34

physical abilities:

Back 34

the capacity to do tasks demanding stamina dexterity strength and similar characteristics

Front 35

biographical characteristics:

Back 35

personal characteristics such as age gender race and length of tenure that are objective and easily obtained from personal records

Front 36

learning:

Back 36

any relatively permanent change in behavior that occurs as a result of experience

Front 37

classical conditioning:

Back 37

a type of conditioning in which an individual responds to some stimulus that would not ordinarily produce such a response

Front 38

attitudes:

Back 38

evaluated statements or judgments concerning objects, people, or events

Front 39

cognitive component of an attitude:

Back 39

the opinion segment of an attitude.

Front 40

Effective component of an attitude:

Back 40

the emotional segment of an attitude.

Front 41

Behavioral component of an attitude:

Back 41

an intention to behave in a certain way towards someone or something.

Front 42

Cognitive dissonance:

Back 42

an incompatibility between two or more attitudes or between behavior and attitudes.

Front 43

Self perception theory:

Back 43

attitudes are used after the fact to make sense out of an action that has already occurred

Front 44

job satisfaction:

Back 44

a positive feeling about one's job resulting from evaluation of its characteristics

Front 45

job involvement:

Back 45

the degree to which a person identifies with a gel, actively participates in it, and considers performance important to self worth.

Front 46

Psychological empowerment:

Back 46

employees belief in the degree to which they impact their work environment, their competence, and meaningfulness of their job, and the perceived autonomy in their work.

Front 47

Organizational commitment:

Back 47

the degree to which the employee identifies with a particular organization and its goals and wishes to maintain membership in the organization

Front 48

Affective commitment:

Back 48

an emotional attachment to the organization and a belief in its values.

Front 49

Continuance commitment:

Back 49

the perceived economic value of remaining with an organization compared to leaving it.

Front 50

Normative commitment:

Back 50

an obligation to remain with the organization for moral or ethical reasons.

Front 51

Perceived organizational support:

Back 51

the degree to which employees believe the organization values their contribution and cares about their well-being.