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183 Cards in this Set
- Front
- Back
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the study of what people think, feel and do in and around organizations
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organizational behavior
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groups of people who work interdependently toward some purpose
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organizations
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when an organization extends its activities to other parts of the world, actively participates in other markets and competes against organizations located in other countries
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globalization
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the minimization of conflict between work and non-work demands
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work/life balance
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an employment relationship in which people are expected to continually develop their skills to remain employed
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employability
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any job in which the individual does not have an explicit or implicit contract for long-term employment, or one in which the minimum hours of work can very in a non-systematic way
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contingent work
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employees use information technology to perform their jobs away from the traditional physical workplace
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virtual work
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teams whose members operate across space, time and organizational boundaries and are linked through information technologies to achieve organizational tasks
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virtual teams
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stable, long-lasting beliefs about what is important in a variety of situations
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values
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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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ethics
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an organization's moral obligation toward its stakeholders
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corporate social responsibility (CSR)
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shareholders, customers, suppliers, governments, and any other group with a vested interest in the organization
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stakeholders
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a set of principles and procedures that help researchers to systematically understand previously unexplained events and conditions
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scientific method
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a process adopted in most qualitative research of developing knowledge through the constant interplay of data collection, analysis, and theory development
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grounded theory
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the idea that a particular action may have different consequences in different situations
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contingency approach
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organizations that take their sustenance from the environment and, in turn, affect that environment through their output
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open systems
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any structured activity that improves an organization's capacity to acquire, share and use knowledge in ways that improve its survival and success
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knowledge management
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the sum of an organization's human capital, structural capital and relationship capital
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intellectual capital
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the ability to recognize the value of new information, assimilate it, and apply it to commercial ends
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absorptive capacity
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informal groups bound together by shared expertise and passion for a particular activity or interest
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communities of practice
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the storage and preservation of intellectual capital
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organizational memory
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how much employees identify with and are emotionally committed to their work, are cognitively focused on that work, and possess the ability and resources to do so
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employee engagement
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the forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior
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motivation
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both the natural aptitudes and learned capabilities required to successfully complete a task
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ability
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the abilities, values, personality traits, and other characteristics of people that lead to superior performance
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competencies
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goal-directed activities that are under that individual's control
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task performance
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behaviors that extend beyond the employee's normal job duties
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organizational citizenship
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potentially harmful voluntary behaviors enacted on an organization's property or employees
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Counterproductive Work Behaviors (CWBs)
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a person's evaluation of his or her job and work context
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job satisfaction
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stable, long-lasting beliefs about what is important in a variety of situations
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values
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values that we say we use and think we use
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espoused values
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values we rely on to guide or decisions and actions
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enacted values
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a situation wherein two or more entities have similar value systems
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values congruence
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the extent to which a person values independence and personal uniqueness
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individualism
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he extent to which people value duty to groups to which they belong, and to group harmony
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collectivism
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the extent to which people accept unequal distribution of power in a society
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power distance
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the degree to which people tolerate ambiguity or feel threatened by ambiguity and uncertainty
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uncertainty avoidance
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a competitive versus cooperative view of relations with people
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achievement-nurturing orientation
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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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ethics
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he moral principle stating that decision makers should seek the greatest good for the greatest number of people when choosing among alternatives
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utilitarianism
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the moral principle stating that every person is entitled to legal and human rights
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individual rights principle
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the moral principle stating that people who are similar should be rewarded similarly, and those dissimilar should be rewarded differently
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distributive justice principle
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the degree to which an issue demands the application of ethical principles
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moral intensity
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a personal characteristic that enables people to recognize the presence and determine the relative importance of an ethical issue
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ethical sensitivity
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the five abstract dimensions representing most personality traits: conscientiousness, agreeableness, neuroticism, openness to experience and extroversion (CANOE)
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"big five" personality dimensions
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a “Big Five” personality dimension that characterizes people who are outgoing, talkative, sociable and assertive
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extroversion
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a “Big Five” personality dimension that characterizes people who are territorial and solitary
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introversion
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a personality test that measures each of the traits in Jung's model
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Myers-Briggs Type Indicator (MBTI)
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a personality trait referring to the extent to which people believe events are within their control
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locus of control
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a personality trait referring to an individual's level of sensitivity and ability to adapt to situational cues
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self-monitoring
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the process of selecting, organizing, and interpreting information in order to make sense of the world around us
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perception
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he process of filtering information received by our senses
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selective attention
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the most unconscious process of organizing people and objects into preconceived categories that are stored in our long-term memory
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categorical thinking
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the broad world-views or “theories-in-use” that people rely on to guide their perceptions and behaviors
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mental models
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a theory stating that much learning occurs by observing others and then modeling the behaviors that lead to favorable outcomes and avoiding the behaviors that lead to punishing consequences
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social identity theory
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he process of assigning traits to people based on their membership in a social category
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stereotyping
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the unfocused negative emotions and attitudes toward people belonging to a particular stereotyped group
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prejudice
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the theory that as individuals interact with one another they rely less on stereotypes about each other
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contact hypothesis
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the perceptual process of deciding whether an observed behavior or event is caused largely by internal or by external factors
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attribution process
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the tendency to attribute the behavior of other people more to internal than to external factors
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fundamental error attribution
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a perceptual error whereby people tend to attribute their favorable outcomes to internal factors and their failures to external factors
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self-serving bias
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occurs when our expectations about another person cause that person to act in a way that is consistent with those expectations
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self-fulfilling prophecy
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a perceptual error in which we quickly form an opinion of people based on the first information we receive about them
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primacy effect
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a perceptual error in which the most recent information dominates one's perception of others
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recency effect
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a perceptual error whereby our general impression of a person, usually based on one prominent characteristic, colors the perception of other characteristics of that person
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halo effect
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a perceptual error in which an individual believes that other people have the same beliefs and behaviors that he/she does
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projection bias
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a person's ability to understand and be sensitive to the feelings, thoughts, and situations of others
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empathy
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the model of personal and interpersonal understanding that encourages disclosure and feedback to increase the open area and reduce the blind, hidden, and unknown areas of oneself
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Johari Window
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a relatively permanent change in behavior that occurs as a result of a person's interaction with the environment
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learning
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knowledge embedded in our actions and ways of thinking, and transmitted only through observation and experience
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tacit knowledge
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a theory that explains learning in terms of the antecedents and consequences of behavior
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behavior modification
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occurs when the introduction of consequence increases or maintains the frequency or future probability of a behavior
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positive reinforcement
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occurs when a consequence decreases the frequency or future probability of a behavior
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punishment
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occurs when the removal or avoidance of a consequence increases or maintains the frequency or future probability of a behavior
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negative reinforcement
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occurs when the target behavior decreases because no consequence follows it
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extinction
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a theory stating that much learning occurs by observing others and then modeling the behaviors that lead to favorable outcomes and avoiding the behaviors that lead to punishing consequences
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social learning theory
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occurs whenever an employee has control over a reinforcer but delays it until completing a self-set goal
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self-reinforcement
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the extent to which an organization or individual supports knowledge management, particularly opportunities to acquire knowledge through experience and experimentation
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learning orientation
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a variety of experiential learning activities in which employees are involved in a “real, complex and stressful problem,” usually in terms, with immediate relevance to the company
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action learning
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psychological and physiological episodes experienced toward an object, person, or event that create a state of readiness
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emotions
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he cluster of beliefs, assessed feelings, and behavioral intentions toward an object
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attitudes
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occurs when people perceive an inconsistency between their beliefs, feelings and behavior
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cognitive dissonance
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the effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions
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emotional labor
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the conflict between required and true emotions
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emotional dissonance
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he ability to perceive and express emotion, assimilate emotion and thought, understand and reason with emotion, and regulate emotion in oneself and others
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emotional intelligence (EI)
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a person's attitude regarding his or her job and work content
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job satisfaction
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the four ways, as indicated in the name, employees respond to job dissatisfaction
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exit-voice-loyalty-neglect (EVLN) model
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a bond felt by an employee that motivates him or her to stay only because leaving would be costly
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continuance commitment
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the employee's emotional attachment to, identification with, and involvement in a particular organization
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organizational (affective) commitment
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a psychological state comprising the intention to accept vulnerability based upon positive expectations of the intent or behavior of another person
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trust
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the individual's beliefs about the terms and conditions of a reciprocal exchange agreement between that person and another party
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psychological contact
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the forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior
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motivation
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deficiencies that energize or trigger behaviors to satisfy those needs
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needs
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instinctive or innate tendencies to seek certain goals or maintain internal stability
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drives
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a motivation theory of needs arranged in a hierarchy, whereby people are motivated to fulfill a higher need as a lower one becomes gratified (physiological, safety, belongingness, esteem, self-actualization)
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Maslow's needs hierarchy theory
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the need for self-fulfillment in reaching one's potential
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self-actualization
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a motivation theory of three needs arranged in a hierarchy, in which the people progress to the next higher need when a lower one is fulfilled, and regress to a lower need if unable to fulfill a higher one
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ERG theory
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a motivation theory based on the innate drives to acquire, bond, learn and defend that incorporates both emotions and rationality
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four-drive theory
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a learned need in which people want to accomplish reasonably challenging goals through their own efforts, like being successful in competitive situations, and desire unambiguous feedback regarding their success
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need for achievement (nAch)
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a learned need in which people seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation
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need for affiliation (nAff)
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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)
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need for power (nPow)
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a motivation theory based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes
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expectancy theory
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the anticipated satisfaction or dissatisfaction that an individual feels toward an outcome
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valence
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the process of motivating employees and clarifying their role perceptions by establishing performance objectives
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goal setting
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any information that people receive about the consequences of their behavior
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feedback
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performance feedback received fro a full circle of people around an employee
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multi-source (360-degree) feedback
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a helping relationship using behavioral methods to assist clients in identifying and achieving goals for their professional performance and personal satisfaction
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executive coaching
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the perceived fairness in outcomes we receive relative to our contributions and the outcomes and contributions of others
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distributive justice
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the fairness of the procedures used to decide the distributions of resources
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procedural justice
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theory that explains how people develop perceptions of fairness in the distribution and exchange of resources
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equity theory
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a person's outcome/input preferences and reactions to various outcome/input ratios
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equity sensitivity
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systematically evaluating the worth of jobs withing an organization by measuring their required skill, effort, responsibility, and working conditions – results create a hierarchy of job worth
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job evaulation
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a reward system that rewards team members for reducing costs and increasing labor efficiency in their work process
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gainsharing plan
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a reward system that pays bonuses to employees based on the previous year's level of corporate profits
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profit-sharing plans
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a reward system that encourages employees to buy shares of the company
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employee stock ownership plans (ESOPs)
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a reward system that gives employees the right to purchase company shares at a future date at a predetermined price
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stock options
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a reward system that pays bonuses to executives for improved measurements on a composite of financial, customer, internal process, and employee factors
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balanced scorecard
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the process of assigning tasks to a job, including the interdependency of those tasks with other jobs
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job design
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the result of division of labor in which each job includes a subset of the tasks required to complete the product or service
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job specialization
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involves systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency
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scientific management
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Herzberg's theory stating that employees are primarily motivated by growth and esteem needs, not by lower-level needs
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motivator-hygiene theory
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a job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties
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job characteristics model
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the extent to which employees must use different skills and talents to perform tasks within their job
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skill variety
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the degree to which a job requires completion of a whole or an identifiable piece of work
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task identity
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the degree to which the job has a substantial impact on the organization and/or larger society
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task significance
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the degree to which a job gives employees the freedom, independence, and discretion to schedule their work and determine the procedures used in completing it
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autonomy
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the practice of moving employees form one job to another
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job rotation
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increasing the number of tasks employees perform within their job
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job enlargment
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employees are given more responsibility for scheduling, coordinating, and planning their own work
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job enrichment
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a psychological concept in which people experience more self-determination, meaning, competence, and impact regarding their role in the organization
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empowerment
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the process of influencing oneself to establish the self-direction and self-motivation needed to perform a task
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self-leadership
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talking to ourselves about our own thoughts or actions for the purpose of increasing our self-confidence and navigating through decisions in a future event
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self-talk
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mentally practicing a task and visualizing its successful completion
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mental imagery
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an individual's adaptive response to a situation that is perceived as challenging or threatening to the person's well-being
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stress
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a model of the stress experience, consisting of three stages: alarm reaction, resistance and exhaustion
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general adaptation syndrome
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the causes of stress, including any environmental conditions that place a physical or emotional demand on the person
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stressors
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epeated and hostile or unwanted conduct, verbal comments, actions or gestures, which affect an employee's dignity or integrity and result in a harmful work environment for the employee
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psychological harrassment
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unwelcome conduct of a sexual nature that detrimentally affects the work environment or leads to adverse job-related consequences for its victims
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sexual harrassment
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conflict that occurs when people face competing demands
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role conflict
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uncertainty about job duties, performance expectations, level of authority and other job conditions
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role ambiguity
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he capability of individuals to cope successfully in the face of significant change, adversity, or risk
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resilience
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a person who is highly involved in work, feels compelled to work, and has a low enjoyment of work
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workaholic
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a behavior pattern associated with people having premature heart disease; Type A people tend to be impatient, lose their tempers easily, talk rapidly and interrupt others
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type A behavior pattern
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the process of emotional exhaustion, depersonalization, and reduced personal accomplishment resulting from prolonged exposure to stress
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job burnout
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counseling services that help employees overcome personal or organizational stressors and adopt more effective coping mechanisms
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employee assistance programs (EAPs)
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a conscious process of making choices among one or more alternatives with the intention of moving toward some desired state of affairs
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decision making
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processing limited and imperfect information and satisficing rather than maximizing when choosing among alternatives
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bounded rationality
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the decision maker's preferred alternative against which all other choices are judged
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implicit favourite
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selecting a solution that is satisfactory, or “good enough” rather than optimal or “the best”
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satisficing
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the ability to know when a problem or opportunity exists and select the best course of action without conscious reasoning
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intuition
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a systematic process of thinking about alternative futures, and what the organization should do to anticipate and react to those environments
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scenario planning
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justifying choices by unconsciously inflating the quality of the selected option and deflating the quality of the discarded options
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post-decisional justification
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the tendency to repeat an apparently bad decision or allocate more resources to a failing course of action
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escalation of commitment
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an effect in which losing a particular amount is more disliked than gaining the same amount
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prospect theory
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the degree to which employees influence how their work is organized and carried out
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employee involvement
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the development of original ideas that make a socially recognized contribution
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creativity
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involves reframing a problem in a unique way and generating different approaches to the issue
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divergent thinking
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groups of two or more people who interact and influence each other, are mutually accountable for achieving common objectives, and perceive themselves as a social entity within an organization
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teams
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two ore more people with a unifying relationship
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groups
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the extent to which a team achieves its objectives, achieves the needs and objectives of its members, and sustains itself over time
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team effectivness
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the degree to which a task requires employees to share common inputs or outcomes, or to interact in the process of executing their work
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talk interdependence
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eams that include members with common technical expertise, demographics (age, gender), ethnicity, experiences, or values
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homogeneous teams
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teams that include members with diverse personal characteristics and backgrounds
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heterogeneous teams
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the informal rules and expectations that groups establish to regulate the behavior of their members
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norms
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a set of behaviors that people are expected to perform because they hold certain positions in a team and organization
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role
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the degree of attraction people feel toward the team and their motivation to remain members
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team cohesiveness
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a situation in which people exert less effort (and usually perform at a lower level) when working in groups than when working alone
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social loafing
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cross-functional work groups organized around work processes that complete an entire piece of work requiring several interdependent tasks, and that have substantial autonomy over the execution of those tasks
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self-directed work teams (SDWTs)
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a theory stating that effective work sites have joint optimization of their social and technological systems, and that teams should have sufficient autonomy to control key variances in the work process
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sociotechnical systems theory (STS theory)
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the balance that is struck between social and technical systems to maximize an operation's effectiveness
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joint optimization
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teams whose members operate across space, time and organizational boundaries and are linked through information technologies to achieve organizational tasks
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virtual teams
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a psychological state comprising the intention to accept vulnerability based upon positive expectations of the intent or behavior of another person
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trust
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a time constraint in team decision making due to the procedural requirement that only one person may speak at a time
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production blocking
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when individuals are reluctant to mention ideas that seem silly because they believe (often correctly) that other team members are silently evaluating them
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evaluation apprehension
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the tendency of highly cohesive groups to value consensus at the price of decision quality
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groupthink
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the tendency of teams to make more extreme decisions than individuals working alone
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group polarization
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any situation where people debate their different opinions about an issue in a way that keeps the conflict focused on the task rather than on people
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constructive conflict
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a freewheeling, face-to-face meeting where team members generate as many ideas as possible, piggyback on the ideas of others, and avoid evaluating anyone's ideas during the idea-generation stage
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brainstorming
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using special computer software, participants share ideas while minimizing the team dynamics problems inherent in traditional brainstorming sessions
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electronic brainstorming
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a structured team decision-making process of systematically pooling the collective knowledge of experts on a particular subject to make decisions, predict the future, or identify opposing views
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Delphi model
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a structured team decision-making process whereby team members independently write down ideas, describe and clarify them to the group, and then independently rank or vote on them
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nominal group techinque
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any formal activity intended to improve the development and functioning of a team
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team building
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a process of conversation among team members in which they learn about each other's mental models and assumptions, and eventually form a common model for thinking within the team
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dialogue
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