Bus 109 Midterm 1

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organizational behavior

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A field of study that investigates the impact individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.

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systematic study

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Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence.

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evidence-based management (EBM)

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The basing of managerial decisions on the best available scientific evidence.

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Intuition

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An instinctive feeling not necessarily supported by research.

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Psychology

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

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Social psychology

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An area of psychology that blends concepts from psychology and sociology to focus on the influence of people on one another.

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Sociology

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The study of people in relation to their social environment or culture.

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Anthropology

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The study of societies to learn about human beings and their activities.

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Contingency variables

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Situational factors or variables that moderate the relationship between two or more variables.

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Workforce diversity

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The concept that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and other characteristics.

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Positive organizational sholarship

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An area of OB research that concerns how organizations develop human strengths, foster vitality and resilience, and unlock potential.

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Ethical dilemmas and ethical choices

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Situations in which individuals are required to define right and wrong conduct.

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Model

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An abstraction of reality, a simplified representation of some real-world phenomenon.

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Inputs

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Variables like personality, group structure, and organizational culture that lead to processes.

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Processes

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Actions that individuals, groups, and organizations engage in as a result of inputs and that lead to certain outcomes.

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Outcomes

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Key factors that are affected by some other variables.

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Attitudes

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Evaluative statements or judgments concerning objects, people, or events.

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Stress

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An unpleasant psychological process that occurs in response to environmental pressures.

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Task performance

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The combination of effectiveness and efficiency at doing core job tasks.

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Organizational citizenship behavior

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Discretionary behavior that contributes to the psychological and social environment of the workplace.

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Withdrawal behavior

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The set of actions employees take to separate themselves from the organization.

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Group cohesion

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The extent to which members of a group support and validate one another while at work.

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Group functioning

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The quantity and quality of a group’s work output

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Productivity

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The combination of the effectiveness and efficiency of an organization.

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Effectiveness

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The degree to which an organization meets the needs of its clientele or customers.

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Efficiency

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The degree to which an organization can achieve its ends at a low cost.

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Organizational survival

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The degree to which an organization is able to exist and grow over the long term.

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Surface level diversity

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Differences in easily perceived characteristics such as gender, race, ethnicity, age, or disability, that do not necessarily reflect the ways people think or feel but that may activate certain stereotypes.

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Deep level diversity

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Differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know

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Discrimination

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Noting of a difference between things; often we refer to unfair discrimination, which means making judgments about individuals based on stereotypes regarding their demographic group.

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Stereotyping

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Judging someone on the basis of one’s perception of the group to which that person belongs.

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Stereotype threat

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The degree to which we internally agree with the generally negative stereotyped perceptions of our groups.

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Biographical characteristics

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Personal characteristics—such as age, gender, race, and length of tenure— that are objective and easily obtained from personnel records. These characteristics are representative of surface-level diversity.

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Ability

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An individual’s capacity to perform the various tasks in a job.

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Intellectual abilities

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The capacity to do mental activities— thinking, reasoning, and problem solving.

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General mental ability (gma)

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An overall factor of intelligence, as suggested by the positive correlations among specific intellectual ability dimensions.

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Physical abilities

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The capacity to do tasks that demand stamina, dexterity, strength, and similar characteristics.

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Positive diversity climate

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an environment of inclusiveness and an acceptance of diversity.

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Diversity management

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The process and programs by which managers make everyone more aware of and sensitive to the needs and differences of others.

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attitudes

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Evaluative statements or judgments concerning objects, people, or events.

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cognitive component

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The opinion or belief segment of an attitude.

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affective component

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The emotional or feeling segment of an attitude.

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behavioral component

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An intention to behave in a certain way toward someone or something.

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cognitive dissonance

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

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Job satisfaction

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A positive feeling about one’s job resulting from an evaluation of its characteristics.

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job Involvement

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The degree to which a person identifies with a job, actively participates in it, and considers performance important to their self-worth.

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pychological empowerment

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Employees’ belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their perceived autonomy in their work.

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organizational commitment

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

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percieved organizational support

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

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power distance

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A national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally.

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employee engagement

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An individual’s involvement with, satisfaction with, and enthusiasm for the work he or she does.

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core self evaluation

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Believing in one’s inner worth and basic competence.

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corporate social responsiblity

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An organization’s selfregulated actions to benefit society or the environment beyond what is required by law.

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exit response

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Dissatisfaction expressed through behavior directed toward leaving the organization.

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voice response

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Dissatisfaction expressed through active and constructive attempts to improve conditions.

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voice response

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Dissatisfaction expressed through active and constructive attempts to improve conditions.

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loyalty response

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Dissatisfaction expressed by passively waiting for conditions to improve. neglect

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neglect response

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Dissatisfaction expressed through allowing conditions to worsen.

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counterproductive work behavior

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Intentional employee behavior that is contrary to the interests of the organization.

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job embeddedness

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The extent to which an employee’s connections to the job and community result in an increased commitment to the organization.

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Affect

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A broad range of feelings that people experience.

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Emotions

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Intense feelings that are directed at someone or something.

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Moods

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Feelings that tend to be less intense than emotions and that lack a contextual stimulus.

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Individualistic

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Countries/cultures in which people see themselves as independent and desire personal goals and personal control. Individualistic values are present in North America and Western Europe, for example.

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Collectivistic

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Cultural difference regarding emotions can be apparent between countries that are individualistic and collectivistic—broad terms that describe the general outlook of people in a society

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Moral emotions

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Emotions that have moral implications because of our instant judgment of the situation that evokes them.

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Positive affect

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A mood dimension that consists of specific positive emotions such as excitement, self-assurance, and cheerfulness at the high end and boredom, sluggishness, and tiredness at the low end.

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Negative effect

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A mood dimension that consists of emotions such as nervousness, stress, and anxiety at the high end and relaxation, tranquility, and poise at the low end.

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Positivity offset

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The tendency of most individuals to experience a mildly positive mood at zero input

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Affect Intensity

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Individual differences in the strength with which individuals experience their emotions.

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Illusory correlation

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The tendency of people to associate two events when in reality there is no connection.

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emotional labor

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A situation in which an employee expresses organizationally desired emotions during interpersonal transactions at work.

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felt emotions

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An individual’s actual emotions.

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Displayed Emotions

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Emotions that are organizationally required and considered appropriate in a given job.

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surface acting

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Hiding one’s inner feelings and forgoing emotional expressions in response to display rules.

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Emotional dissonance

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Inconsistencies between the emotions people feel and the emotions they project.

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Mindfulness

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Objectively and deliberately evaluating the emotional situation in the moment.

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Affective events Theory

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A model that suggests that workplace events cause emotional reactions on the part of employees, which then influence workplace attitudes and behaviors.

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Emotional intelligence

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The process of identifying and modifying felt emotions.

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Emotional contagion

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The process by which people’s emotions are caused by the emotions of others.

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Personality

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The sum total of ways in which an individual reacts to and interacts with others.

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Personality traits

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Enduring characteristics that describe an individual’s behavior.

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Heredity

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Factors determined at conception; one’s biological, physiological, and inherent psychological makeup.

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Myers-Briggs type indicator

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A personality test that taps 4 characteristics and classifies people into 1 of 16 personality types.

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Extroverted vs. Introverted mbti

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Extraverted individuals are outgoing, sociable, and assertive. Introverts are quiet and

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Sensing vs. Intuitive mbti

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Sensing types are practical and prefer routine and order, and they focus on details. Intuitives rely on unconscious processes and look at the “big picture.”

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Thinking versus feeling mbti

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Thinking types use reason and logic to handle problems. Feeling types rely on their personal values and emotions.

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Judging vs. Perceiving mbti

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Judging types want control and prefer order and structure. Perceiving types are flexible and spontaneous.

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Big Five Model

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A personality assessment model that taps five basic dimensions.

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Conscientiousness

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A personality dimension that describes someone who is res.onsible, dependable, persistent, and organized.

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Emotional stability

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A personality dimension that characterizes someone as calm, self-confident, and secure (positive) versus nervous, depressed, and insecure (negative).

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Extraversion

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A personality dimension describing someone who is sociable, gregarious, and assertive.

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Openness to experience

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A personality dimension that characterizes someone in terms of imagination, sensitivity, and curiosity.

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Agreeableness

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A personality dimension that describes someone who is good natured, cooperative, and trusting.

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Dark Triad

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A constellation of negative personality traits consisting of Machiavellianism, narcissism, and psychopathy.

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Machiavellianism

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The degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means.

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Narcissism

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The tendency to be arrogant, have a grandiose sense of selfimportance, require excessive admiration, and have a sense of entitlement.

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Psychopathy

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The tendency for a lack of concern for others and a lack of guilt or remorse when actions cause harm.

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Self-monitoring

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A personality trait that measures an individual’s ability to adjust his or her behavior to external, situational factors.

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Proactive personality

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People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs.

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Situation strength Theory

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A theory indicating that the way personality translates into behavior depends on the strength of the situation.

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Trait activation Theory

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A theory that predicts that some situations, events, or interventions “activate” a trait more than others.

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Values

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Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.

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Value system

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A hierarchy based on a ranking of an individual’s values in terms of their intensity.

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Terminal values

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Desirable end-states of existence; the goals a person would like to achieve during his or her lifetime.

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Instrumental values

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Preferable modes of behavior or means of achieving one’s terminal values.

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Personality job fit Theory

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A theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.

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Person organization fit

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A theory that people are attracted to and selected by organizations that match their values, and leave when there is not compatibility.

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Power distance

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A national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally.

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Individualism

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A national culture attribute that describes the degree to which people prefer to act as individuals rather than as members of groups.

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Collectivism

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A national culture attribute that describes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them

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Masculinity

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A national culture attribute that describes the extent to which the culture favors traditional masculine work roles of achievement, power, and control. Societal values are characterized by assertiveness and materialism.

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Femininity

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A national culture attribute that indicates little differentiation between male and female roles; a high rating indicates that women are treated as the equals of men in all aspects of the society.

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Uncertainty avoidance

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A national culture attribute that describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.

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Long-term orientation

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A national culture attribute that emphasizes the future, thrift, and persistence.

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Short-term orientation

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A national culture attribute that emphasizes the present and accepts change.

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Perception

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A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.

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Attribution theory

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An attempt to determine whether an individual’s behavior is internally or externally caused.

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Fundamental attribution error

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The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others.

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Self-serving bias

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The tendency for individuals to attribute their own successes to internal factors and put the blame for failures on external factors.

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Selective perception

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The tendency to selectively interpret what one sees on the basis of one’s interests, background, experience, and attitudes.

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Halo effect

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The tendency to draw a general impression about an individual on the basis of a single characteristic.

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Contrast effect

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Evaluation of a person’s characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics. Stereotyping

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Decisions

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Choices made from among two or more alternatives.

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Problem

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A discrepancy between the current state of affairs and some desired state.

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Rational

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Characterized by making consistent, value-maximizing choices within specified constraints.

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Rational decision making model

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A decision-making model that describes how individuals should behave in order to maximize some outcome.

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Bounded rationality

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A process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity.

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Intuitive decision making

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An unconscious process created out of distilled experience.

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Anchoring bias

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A tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information.

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Confirmation bias

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The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments.

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Availability bias

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The tendency for people to base their judgments on information that is readily available to them.

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Escalation of commitment

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An increased commitment to a previous decision in spite of negative information.

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Randomness error

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The tendency of individuals to believe that they can predict the outcome of random events.

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Risk aversion

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The tendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher expected payoff.

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Hindsight bias

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The tendency to believe falsely, after an outcome of an event is actually known, that one would have accurately predicted that outcome.

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Utilitarianism

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A system in which decisions are made to provide the greatest good for the greatest number.

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Whistleblowers

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Individuals who report unethical practices by their employer to outsiders.

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Behavioral ethics

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Analyzing how people actually behave when confronted with ethical dilemmas.

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Creativity

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The ability to produce novel and useful ideas.

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Three stage model of creativity

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The proposition that creativity involves three stages: causes (creative potential and creative environment), creative behavior, and creative outcomes (innovation).

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Problem formulation

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The stage of creative behavior that involves identifying a problem or opportunity requiring a solution that is as yet unknown.

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Information gathering

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The stage of creative behavior when possible solutions to a problem incubate in an individual’s mind.

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Idea generation

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The process of creative behavior that involves developing possible solutions to a problem from relevant information and knowledge.

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Idea evaluation

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The process of creative behavior involving the evaluation of potential solutions to problems to identify the best one.