Exam 4 I/o Psych

Front 1

Trust

Back 1

Belief in how a person or an organization will act on some future occassion

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Organizational Justice

Back 2

Type of justice that is composed of organizational procedures, outcomes, and interpersonal interactions

Front 3

Distributive Justice

Back 3

Perceived fairness of the allocation of outcomes or rewards to organizational members

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Merit or Equity Norm

Back 4

Definition of fairness based on the view that those who work hardest or produce the most should get the greatest rewards; most common foundation for defining fairness in the United States.

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Need Norm

Back 5

Definition of fairness based on the view that people should receive rewards in proportion to their needs

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Equality Norm

Back 6

Definition of fairness based on the view that people should receive approximately equal rewards; most common foundation for defining fairness in Scandinavian and Asian countries

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Procedural Justice

Back 7

Perceived fairness of the process (or procedure) by which rewards are distributed

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Voice

Back 8

Having the possibility of challenging, influencing, or expressing an objection or a process or outcome

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Interactional Justice

Back 9

Concerned with the sensitivity with which employees are treated and linked to the extent that an employee feels respected by the employer

Front 10

Rational Economic Model

Back 10

Accounts for the way people choose jobs in which the individual is viewed as an accountant who sums potential economic losses and gains in making the best choice

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Rational Psychological Model

Back 11

Accounts for the way people choose jobs that infer a bookkeeper mentality on the part of the applicant, but also includes calculation s that depend on psychological factors

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Organizational Fit Model

Back 12

Accounts for the way people choose jobs by examining the match between the personality and values of the individual and the organization.

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Affirmative action

Back 13

Program that acknowledges that particular demographic groups may be underrepresented in the work environment; provides specific mechanisms for reducing this underrepresentation

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Diversity

Back 14

Differences in demographic characteristics; also includes differences in values, abilities, interests and experiences

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Relational Demography

Back 15

The relative makeup of various demographic characteristics in particular work groups

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Assimilation Model

Back 16

Model for addressing diversity that recruits, selects, trains, and motivates employees so they share the same values and culture

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Protection Model

Back 17

Model for addressing diversity that identifies disadvantaged and underrepresented groups and provides special protections for them

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Value Model

Back 18

Model for addressing diversity in which each element of an organization is valued for what it uniquely brings to the organization

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Leader Emergence

Back 19

study of characteristics of people who become leaders

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Leader effectiveness

Back 20

Study of which behaviors led to an outcome valued by the organization

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Leader

Back 21

The individual in a group given the task of directing task-relevant group activities or, in the absence of a designated leader, carries the primary responsibility for performing these functions in the group

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Attempted Leadership

Back 22

Person A changes behavior in order to change the Behavior of Per B

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Successful Leadership

Back 23

person B changes behavior as a function of person A's efforts

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Effective leadership

Back 24

Leader changes follower's behavior, resulting in both leader and follower feeling satisfied and effective

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Leader Development

Back 25

Concentrates on developing, maintaining, or enhancing individual leader attributes such as knowledge, skills, and abilities

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Leadership Development

Back 26

Concentrates on the leader-follower relationship and on developing an environment in which the leader can build relationships that enhance cooperation and resource exchange.

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Interpersonal Competence

Back 27

Includes social awareness and social skills such as the ability to resolve conflict and foster a spirit of cooperation

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Power Motive

Back 28

Attaining control or power that results from people learning that the exercise of control over others or the environment is pleasing

Front 29

Activity Inhibition

Back 29

Psychological term used to describe a person who is not impulsive

Front 30

Affiliation Need

Back 30

Need for approval or connections with others

Front 31

Great Man/Great Woman Theory

Back 31

Developed by historians who examined the life of a respected leader for clues leading to his or her greatness; often focused on a galvanizing experience or an admirable trait (persistence, optimism, or intelligence) that a leader possesses to a singular degree.

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Trait Approach

Back 32

Attempts to show that leaders possessed certain characteristics that nonleaders did not

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Power Approach

Back 33

Examines the types of power wielded by leaders

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Behavioral Approach

Back 34

Focused on the kinds of behavior engaged in by people in leadership roles and identified two major types: consideration and initiating structure

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Consideration
(aka relations-oriented behavior)

Back 35

Behavior indicating mutual trust, respect, and certain warmth and rapport between the supervisor and group

Front 36

Initiating Structure
(aka Task-Oriented behavior)

Back 36

Behavior in which the supervisor organizes and defines group activities and his relation to the group

Front 37

Participative Behavior

Back 37

Allows subordinates more participation in decision making and encourages more two-way communication

Front 38

Contingency Approach

Back 38

Proposed to take into account the role of the situation in the exercise or leadership

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Job Maturity

Back 39

A subordinate's job-related ability, skills, and knowledge

Front 40

Psychological Maturity

Back 40

The self-confidence and self-respect of the subordinate

Front 41

Path-goal Theory

Back 41

Includes both the characteristics of the subordinate and the characteristics of the situation; assumes that the leader's responsibility is to show the subordinate the path to valued goals

Front 42

Social Undermining

Back 42

Behavior that includes a leader's criticism indicating a disklike for another individual, and actions that tend to present an obstacle to the individual's goal-directed behavior

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Social Support

Back 43

Behavior that includes praise and respect for the individual, as well as efforts to increase the probability that the individual will achieve a desired personal goal.

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Leader-member exchange Theory

Back 44

Proposed that leaders adopt different behaviors with individual subordinates; the particular behavior pattern of the leader develops over time and depends to a large extent on the quality of the leader-subordinate relationship

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In-group members

Back 45

People who have high-quality relationships with their leader and high latitude for negotiating their work roles

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Out-group members

Back 46

People who have low-quality relationships with their leader and little latitude for negotiating their work roles

Front 47

Life-cycle of a leader-follower relationship

Back 47

Describes recent versions of leader-member exhange theory that includes a dynamic process in which the task of the leader is to drive the relationship form a tentative first-stage relationship to a deeper, more meaningful one

Front 48

Transformational leadership

Back 48

describes the behavior of inspirational political leaders who transform their followers by appealing to nobler motives such as justice, morality, and peace

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Transactional leadership

Back 49

Leaders show followers how they can meet their personal goals by adopting a particular behavior patter; the leader develops social contracts with followers in which certain behaviors will be rewarded

Front 50

Idealized influence

Back 50

Leaders display conviction, emphasize trust, take stands on difficult issues, emphasize the importance of commitment and purpose, and are aware of the ethical consequences of their decisions

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Inspirational Motivation

Back 51

Leaders articulate an appealing vision of the future, challenge followers with high standards, talk optimistically with enthusiasm, and provide encouragement and meaning for what needs to be done

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Intellectual stimulation

Back 52

leaders question old assumptions, values, and beliefs; stimulate new ways of doing things, and encourage expression of ideas and reasons

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Individualized consideration

Back 53

Leaders deal with others as individuals; consider individual needs, abilities, and aspirations; listen attentively; and advise, coach, and teach

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Laissez-faire leadership

Back 54

Lowest level of leadership identified by Bass who contrasted it with transactional leadership and transformational leadership

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Full-range theory of leadership

Back 55

Hierarchical model that ranges from laissez-faire leadership trhough transactional leadership to transformational leadership

Front 56

Multifactor leadership questionnaire

Back 56

Self-report instrument used in the development and validation of the theory of transformational leadership

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Charisma

Back 57

A personal attribute of a leader that hypnotizes followers and compels them to identify with the attempt to emulate the leader

Front 58

Charismatic leader

Back 58

Followers are emotionally attached to this leader, never question the leader's beliefs or actions, and see themselves an integral to the accomplishment of the leader's goals

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Charismatic Leadership Theory

Back 59

Approach with many different versions of the notion that charisma is related to leadership;
1) in a crisis situation, followers perceive charismatic characteristics in an individual and accept that person as a leader;
2) Certain leader behaviors (use of innovative strategies) contributes to a charismatic aura

Front 60

virtual team

Back 60

widely dispersed members work together toward a common goal and are linked through computers and other technology

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telecommuting

Back 61

arrangement that allows employees to work from home or other locations

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Global leadership and organizational behavior effectiveness

Back 62

Large-scale cross-cultural study of leadership by 170 social scientists and management researchers in over 60 countries

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culture-specific characteristics

Back 63

leader characteristics that are more acceptable in some countries than others

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organization

Back 64

a group of people who have common goals and who follow a set of operating procedures to develop products and services

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bureaucracy

Back 65

Ideal form of organization; included a formal hierarchy, division of labor, and clear set of operating procedures

Front 66

division of labor

Back 66

the tasks performed in an organization can be divided into specialized jobs and departmental functions

Front 67

delegation of authority

Back 67

information about which lower-level employees report to employees above them in an organization

Front 68

structure

Back 68

the formal way that an organization is designed in terms of division of labor, delegation of authority, and span of control; represented by the number of levels- or height-in an organization

Front 69

span of control

Back 69

number of positions or people reporting to a single individual- the width- in an organization

Front 70

organizational chart

Back 70

diagram of an organization's structure

Front 71

classic organizational theory

Back 71

assumes there is one best configuration for an organization, regardless of its circumstances; places a premium on control of individual behavior by the organization

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Human Relations Theory

Back 72

Adds a personal or human element to the study of organizations; considers the interrelationship between an organization's requirements and the characteristics of its members

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Theory X

Back 73

Developed to describe the contrasting beliefs that managers hold about their subordinates; Theory X managers believe subordinates must by controlled to meet organizational ends

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Theory Y

Back 74

Theory Y managers believe subordinates would be motivated to meet goals in the absence of organizational controls

Front 75

Contingency theories of organization

Back 75

propose that the best way to structure an organization depends on the circumstances of the organization

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small batch organization

Back 76

produces specialty products one at a time

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large batch and mass production organization

Back 77

Produces large numbers of discrete units, often using assembly-line operations

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large batch and mass production organization

Back 78

Produces large numbers of discrete units, often using assembly-line operations

Front 79

continuous process organization

Back 79

depends on a continuous process for output or product

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Mechanistic organization

Back 80

depends on formal rules and regulations, make decisions at higher levels of the organization, and has small spans of control

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Organic organization

Back 81

Organization with a large span of control, less formal procedures, and decision making at middle levels

Front 82

Sociotechnical approach

Back 82

uncover a number of dramatic changes in social patters of work that accompanied technological change

Front 83

resource theory

Back 83

an organization must be viewed in the context of its connections to other organizations; the key to organizational survival is the ability to acquire and maintain resources

Front 84

evolutionary/ecological approach

Back 84

adopts a biological model and concentrates on explaining why some types of organizations thrive and diversify, while others atrophy and disappear

Front 85

climate

Back 85

a shared perception among employees regarding their work entity: a particular organization, division, department, or work group

Front 86

autocratic climate

Back 86

highly structured organization with little opportunity for individual responsibility or risk taking at the lowest levels

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democratic climate

Back 87

Less structured, with greater opportunity for individual responsibility and risk taking

Front 88

culture

Back 88

shared beliefs and values created and communicated by managers and leaders of an organization to employees

Front 89

climate/culture strength

Back 89

extent to which members of the organization share a perception (in the case of climate) or a value/belief patter (in the case of culture)

Front 90

ethnocentrism

Back 90

multinational model in which the values of the parent company predominate

Front 91

polycentrism

Back 91

multinational model in which the values of the local company are accepted

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regiocentrism

Back 92

multinational model which has a blending of the values of the parent organization and the local company

Front 93

Geocentrism

Back 93

Multinational model in which a new corporatewide policy handles an issue in a way that creates a global perspective

Front 94

Socialization

Back 94

Process by which a new employee becomes aware of the values and procedures of an organization

Front 95

Person-job fit

Back 95

extent to which the skills, abilities, and interests of an individual are compatible with the demands of the job

Front 96

person-organization fit

Back 96

an employee feels that his or her values are consistent with the values held by the organization

Front 97

attraction-selection-attrition model

Back 97

proposes that organizations and individuals undergo a process of jointly assessing probable fit based primarily on personality characteristics; through attraction, selection, and attrition, the goal is to make the workforce homogeneous with respect to personality characteristics

Front 98

unfreezing

Back 98

first stage in the process of changing an organization in which individuals become aware of their values and beliefs

Front 99

changing

Back 99

second stage in the process of changing an organization in which individuals adopt new values, beliefs, and attitudes

Front 100

refreezing

Back 100

third stage in the process of changing an organization in which new attitudes and values of individual are stablized

Front 101

episodic change

Back 101

organizational change characterized as infrequent, discontinuous, and intentional; often launched with fanfare, with senior leaders clearly articulating pathways to change and disseminating information about the process and desired end state

Front 102

continuous change

Back 102

ongoing, evolving, and cumulative organizational change characterized by small, continuous adjustments, created simultaneously across units, that add up to substantial change

Front 103

rebalance

Back 103

stage in the freeze-rebalance-unfreeze continuous change process intended to reframe what has happened and produce a cognitive framework that gives change deeper meaning

Front 104

management by objectives

Back 104

a concept to define and measure employee performance; proposed a plan to direct the efforts of workers and managers through objectives and methods to meet performance objectives

Front 105

matrix organization

Back 105

individuals have dual reporting relationships; reporting to a project (product) manager and to a home department (functional) manager

Front 106

total quality management

Back 106

a unique way of organizing productive effort by emphasizing team-based behavior directed toward improving quality and meeting customer demands

Front 107

six sigma systems

Back 107

approach to quality management providing training for employees and managers in statistical analysis, project management, and problem-solving methods to reduce the defect rate of products

Front 108

lean production

Back 108

method that focuses on reducing waste in every form, including overproduction, lengthy waiting times for materials, excessive transportation costs, unnecessary stock, and defective products

Front 109

just-in-time production

Back 109

system that depends on the detail tracking of materials and production so that the materials and human resources necessary for production arrive just in time; central to the reduction of waste in lean production processes

Front 110

organizational development

Back 110

action-oriented approach providing techniques that work to help a client organization grow or change

Front 111

deontic justice

Back 111

a form of organizational justice based on what is the correct moral course of action for a company or for an individual