Bus Orgs Test 1

Front 1

organizations

Back 1

entities that enable society to pursue accomplishsments that cant be achieved by individuals acting alone

Front 2

OB

Back 2

organizational behavior

field of study that draws on theory, methods, and principles from various disciplines to learn about INDIVIDUAL'S perceptison, values, learning capacities, and actions while working in GROUPS and within ORGANIZATION and to analyze the external environments effect on the organization and its human resources, missions, objectives, and strategies

Front 3

contingency approach

Back 3

approach to mgmt that believes theres no one best way to manage in every situation and managers must find different ways that fit different situations

Front 4

structure

Back 4

blueprint that indicates how people and jobs are grouped together in an org. structure is illustrated by an ORGANIZATION CHART

Front 5

process

Back 5

activities that breate life into organization structure. common processes are communication, decision making, socialization, and career development

Front 6

goal approach to effectiveness

Back 6

perspective on effectiveness that emphasizes the central role of goal achievement as a criterion for assessing effectiveness

Front 7

system

Back 7

a grouping of elements thqat individually establish relationships w/ each other and that interact w/ their environment both as individuals and as a collective

Front 8

stakeholder approach to effectiveness

Back 8

perspective that emphasizes the relative importane of different groups and individuals interests in an organization

Front 9

organizational culture

Back 9

what the employees perceive and how this perception creates a pattern of beliefs, values, and expectations

Front 10

values

Back 10

the conscious, affective desires or wants of people that guide their behavior

Front 11

socialization

Back 11

the process by which organizations bring new employees into the culture

Front 12

mentor

Back 12

a friend, coach, adviser, or sponsor who supports, encourages, and helps a less experienced protege

Front 13

diversity

Back 13

vast array of physical and cultural differences that constitute the spectrm of human attributes

Front 14

individual dif ferences

Back 14

individuals are similar, but they are also unique. the study of individual differences such as attitudes, perceptions, and abilities helps a manager explain differences in performance levels

Front 15

ability

Back 15

a biological or learned trait that permits a person to do something mental or physical

Front 16

skills

Back 16

task related competencies

Front 17

job analysis

Back 17

process of defining and studying a job in terms of behavior and specifying education and trianing needed to eprform the job

Front 18

diversity

Back 18

describes human qualities such as race, gender, and ethnicity thaqt are different from our own and that are outside the groups to which we belong

Front 19

perception

Back 19

the process by which an individual gives meaning to the environment. it involves organizing and interpreting various stmuli into a psychological experience

Front 20

stereotype

Back 20

an overgeneralized, oversimplified, and self-perpetuating belief about people's personal characteristics

Front 21

attribution

Back 21

process of perceiving the causes of behavior and outocmes

Front 22

dispositional attributions

Back 22

emphasize csome aspect of the individual, such as ability or skill, to explain behavior

Front 23

situational attributions

Back 23

attributions that emphasize the environments effect on behavior

Front 24

attitudes

Back 24

mental states of readiness for need arousal

Front 25

affect

Back 25

the emotional segment of an attitude

Front 26

cognition

Back 26

the perception, opinion, or belief segment of an attitude

Front 27

behavior

Back 27

the behavior segment of an attitude

Front 28

cognitive dissonance

Back 28

a mental state of anxiety that occurs when theres a conflict among an individual's various cognitions (eg, attitudes and beliefs) after a decision has been made

Front 29

values

Back 29

the conscious, affective desires or wants of people that guide their behavior

Front 30

job satisfaction

Back 30

the attitude that workers have about their jobs. it results from their perception of the job

Front 31

personality

Back 31

a stable set of characteristics and tendencies that determine commonalities and differences in peoples behavior

Front 32

trait personality theories

Back 32

theories based on the premise that predispositions direct the behavior of an individual in a consistent pattern

Front 33

psychodynamic personality theories

Back 33

Freudian appraoch that discusses the id, superego, and ego. special emphasis is placed on unconscious determinants of behavior

Front 34

humanistic personality theories

Back 34

place emphasis on growth and self actualization of people

Front 35

personality test

Back 35

test used to measure emotional, motivational, interpersonal, and attitude characteristics that make up a persons personality

Front 36

Minnesota Multiphasic Personality Inventory MMPI

Back 36

a widely used survey for assessing personality

Front 37

MBTI

myers-briggs type indicator

Back 37

a scale that assesses personality or cognitive style. respondent's answers are scored and interpreted to classify them as extroverted or introverted, sensory or intuitive, thinking or feeling, and perceiving or judging. sixteen different personality types are possible.

Front 38

locus of control

Back 38

a personality characteristic that describes people who see the control of their lives as coming from inside themselves as inernalizers. people who believe that their lives are controlled by external factors are called externalizers.

Front 39

self-efficacy

Back 39

the belief that one can perform adequately in a situation.

3 dimensions: magnitude, strangth, and generality

Front 40

Machiavellianism

Back 40

term used to describe political maneurvers in an org. used to designate a person as a manipulator and power abuser

Front 41

psychological contract

Back 41

an implied understanding of mutual contributions b/w a person and his organization

Front 42

psychological contract violation

Back 42

the perception of the person that his firm has fialed to fulfill or has reneged on one or more obligations

Front 43

motivation

Back 43

forces acting on an employee that initiate and direct behavior

Front 44

need

Back 44

deficiency that an individual experiences at a particular point in time

Front 45

content motivation thoeries

Back 45

theories that focus on factors w/in a person that energize, direct, sustain, and stop behavior

Front 46

process motivation theories

Back 46

theories that describe and analyze how behavior is energized, directed, sustained, and stopped

Front 47

need hierarchy model

Back 47

Maslow' theory that assumes that peoples need depend on what they already have. in a sense, then, a satisfied need is not a motivator. human needs, organized in a hierarchy of importance, are physiological, safety, belongingness, esteem, and self actualization.

Front 48

ERG theory of motivation

Back 48

theory developed and tested by Alderfer that categorizes needs as existenc,e relatedness, and growth.

Front 49

Herzbergs 2 factor theory of motivation

Back 49

view that job satisfaction results form the rpesence of intrinsic motivators and that job dissatisfaction stems from not having extrinsic factors.

Front 50

learned needs theory

Back 50

theory that proposes that a person with a strong need will be motivated to use appropriate behaviors to satisfy the need. a persons needs are learned from the culture of a society

Front 51

TAT

thematic apperception test

Back 51

projetive test that uses a persons analysis of pictures to evaluate such individual differences as need for achievement, need for power, and need for affiliation

Front 52

expectancy theory of motivation

Back 52

theory in which an employee is faced w/ a set of first level outocmes and selects an outocme based on how the choice is related to second level outcomes. the individuals preferences are based on the strength ( valence) of the desire to achieve a second level state and the perception of relationship b/w first and second level outcomes

Front 53

instrumentality

Back 53

concept in expectancy theory of motivation in which a persons perception of association of first and second level outomces is determines

Front 54

valence

Back 54

strangth of a persons preference for particular outcome

Front 55

expectancy (probability_

Back 55

perceived likelihood that a particular act will be followed by a particular outcome

Front 56

equity theory of motivation

Back 56

theory that examines discrepancies within Person after Person has compared his input/outcome ratio to that of reference person

Front 57

organizational justice

Back 57

the degree to which individuals feel fairly treated w/in the organizations for which they work

Front 58

distributive justice

Back 58

the perception of fairness of the resources and rewards in an organization

Front 59

procedural justice

Back 59

the perception of fairness of the process used to distribute rewards

Front 60

learning

Back 60

process by which relatively enduring change in behavior occurs as a result of practice

Front 61

social learning

Back 61

Albert Bandura's view that behavior is a function of continuous interaction b/w cognitive (person), behavioral, and environmental determinants

Front 62

self-efficacy

Back 62

belief that one can perform adequately in a situation. has 3 dimensions: magnitude, strength, and generality

Front 63

Pygmalion effect

Back 63

the enhanced learning or performane that results from others having positive expectations of us

Front 64

operant conditioning

Back 64

learning that occurs as a consequence of behavior

Front 65

operants

Back 65

behaviors that can be controlled by altering reinforcers and punishments that follow them

Front 66

behavior modification

Back 66

approach to motivation that uses principles of operant conditioning, achieving individual learning by reinforcement. used interchangeablly w/ the term ORGANIZATIONAL BEHAVIOR MODIFICATION

Front 67

organizational behavior modification

(OBM or OB Mod)

Back 67

operant approach to organizational behavior. used interchangeably w/ BEHAVIOR MODIFICATION

Front 68

positive reinforcement

Back 68

action that increases the lieklihood of a particular behavior

Front 69

negative reinforcement

Back 69

strengthens a behavior b/c the behavior removes some painful or unpleasent stimulus

Front 70

punishment

Back 70

undesireable ocnsequence that results in the suppression (decrease in frequency) of the behavior that brought it about

Front 71

extinction

Back 71

decline in response rate b/c of nonreinforcement

Front 72

ABC analysis

Back 72

analysis of antecedents, behavior, and consequenes when investigating work or job related issues

Front 73

behavioral self management (BSM)

Back 73

process whereby person faces immediate response alternatives involving different consequences and selects or modifies behavior by managing cognitive processes, causes, or consequences

Front 74

goal setting

Back 74

process of establishing goals. in many cases, it involves superior and subordinate working together to set subordinates goals for a specified period fo time

Front 75

conscious goals

Back 75

main goals that a person is striving for and is aware of when directing behavior

Front 76

goal

Back 76

specific target that an individual is trying to achieve; the target (object) of an action

Front 77

goal specificity

Back 77

degree of quantitative precision of goal

Front 78

goal difficulty

Back 78

degree of proficiency or level of goal performance being sought

Front 79

goal intensity

Back 79

the process of setting a goal or determing how to reach it

Front 80

goal commitment

Back 80

amount of effort actually used to ahcieve goal

Front 81

extrinsic rewards

Back 81

rewards external to the job, such as pay, promotion, or fringe benefits

Front 82

intrinsic rewards

Back 82

rewards that are part of the job itself: the responsibility, challenge, and feedback characteristics of the job

Front 83

interpersonal rewards

Back 83

extrinsic rewards such as receiving recogniztion or being a ble to interact socially on the job

Front 84

recognition

Back 84

managements acknowledgement of work well done

Front 85

merit rating

Back 85

a formal rating system applied to employees

Front 86

commitment

Back 86

a sense of identification, loyalty, and involvement expressed by an employee toward the organization or unit of the organization

Front 87

cafeteria style fringe benefits

Back 87

each employee is allowed to develop and allocate a personally attractive fringe benefits package. the employee is infromed of the total fringe benefits allowed and is allowed to distribute the benefits according to his preferences

Front 88

banking time off

Back 88

a reward practice of allowing employees to build up time off credits for such behaviors as good performance or attendance

Front 89

skill based pay

Back 89

wages paid at a rate calculated and based on the skills employees possess, display, and develop in performing their jobs

Front 90

gainsharing

Back 90

a formula-based group incentive plan in which employees share in an organization's financial gain from improved performance

Front 91

group

Back 91

collection of individuals in which behavior and/or performance of one member is influenced by behavior and/or performance of other members

Front 92

formal groups

Back 92

groups created by managerial decision to accomplish stated goals of the org

Front 93

informal groups

Back 93

groups that arise from individual efforts and develop around common interests and friendships rather than deliberate design

Front 94

norms

Back 94

generally agreed-upon standards of individual and gruop behavior developed as a result of member interaction over time

Front 95

cohesiveness

Back 95

strength of group members desires to remain in the group and their commitment to the group

Front 96

groupthink

Back 96

a cohesive gruops desire for agreement interferes with the groups consideration of alternative solutions

Front 97

social loafing

Back 97

when individuals within a group hold back what they contribute to the groups effort and performance

Front 98

role

Back 98

an organized set of behaviors expected of an individual in a specific position

Front 99

multiple roles

Back 99

roles performed simultaneously because the individual holds many positions in a variety of organizations and groups

Front 100

role set

Back 100

others expectations for behavior of a person in a particular role

Front 101

role conflict

Back 101

occurs when an individuals compliance with one set of expectations conflicts w/ compliance with another set of expectations

Front 102

functional conflict

Back 102

from the organization's standpoint, confrontation b/w groups that result in benefits to the organization

Front 103

dysfunctional conflict

Back 103

from the organizations standpoint, confrontation b/w groups that hinders organizational performance

Front 104

pooled interdependence

Back 104

interdependence that requires no interaction among groups except thru the total organization

Front 105

sequential interdependence

Back 105

interdependence that requires one groups output to serve as another groups input, thereby providing the basis for great potential conflict

Front 106

reciprocal interdependence

Back 106

interdependence that requires each groups output to serve as input to other groups in the org

Front 107

subordinate goals

Back 107

goals that cannot be achieved w/o cooperation of conflicting groups

Front 108

team building

Back 108

encouraging people who work together to meet as a group in order to identify common goals, improve communications, and resolve conflicts