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57 Cards in this Set
- Front
- Back
- 3rd side (hint)
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Societal cultures |
Socially derived,taken-for-granted assumptions about how to think,act,perceive and feel |
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Organizational behavior |
Interdisiplinary field dedicated to better understanding and managing people at work |
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Levels of analysis for OB |
Individual Group Organizational |
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Theory y |
mcGregors modern and positive assumptions about employees being responsible and creative |
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Total quality management |
Organizational culture dedicated to training conrinuous improvement and customer satisfaction |
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Contingency approach |
Using management concepts and techniques in a situationally apparopriate manner instead of relying on one way |
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Human capital |
Productive potential of individuals knowledge and actions |
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Social capital |
Productive potential resulting from strong relationships,goodwill,trust,and cooperative effort |
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Cognitive categories |
Mental depositories for storing information |
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Schema |
Mental picture of an event or object |
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Semantic memory |
General knowledge about the world Mental dictionary of concepts |
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Monochronic time |
Preference for doing one thing at a time because time is limited pricesly segmented and schedule driven |
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Casual attributions |
Suspected or inferred causes of behavior |
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Fundamental attribution bias |
Tendency to ignore mental factors that affect behavior |
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Self serving bias |
Taking more personal responsibility for success than failure |
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Affirmative action |
Voluntary and involuntary efforts to achieve equality of opportunity for everyone |
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Glass ceiling |
Invisible barrier blocking women and minorities from top.management positions |
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Underemployment |
Result of taking a job that requires less skill,education,and more then the worker holds |
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Self concept |
Persons self perception as a physical,social,and spiritual being |
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Cognitions |
Persons knowledge,beliefs,and opinions |
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Self efficacy |
Belief in ones ability to do a task |
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Learned helplessness |
Debilitating lack of faith in ones ability to control the situation |
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Extraversion |
Outgoing,talkative,sociable,and assertive |
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Proactive personality |
Action oriented person who shows initiative and perservers to change things |
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Motivation |
Psychological processes that arouse and direct goal directed behavior |
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Content theories of motivation |
Identify internal factors influencing motivation |
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Needs |
Physiological or psychological deficiences that arouse behavior |
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Maslows hierarchy of needs |
Physiological, Safety Love Esteem Self actualization |
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ERag theory |
Three basic needs Existence , relatedness, growth influence behavior |
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Need for achievement |
Desire to accomplish something difficult |
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Need for affiliation |
Desire to spend time in social relationships and activities |
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Need for power |
Desire to influence,coach,teach,or encourage others to achieve |
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Hygeine factors |
Job characteristics associated with job dissatisfaction |
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Equity theory |
States that motivation uw a function of fairness in social exchanges |
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Negative inequity |
Comparison is which another person receives greater outcomes for similar inputs |
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Equity sensitivity |
Individuals tolerance for negative and positive equity |
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Distributive justice |
Perceived fairness of how resources and rewards are distributed |
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Procedural justice |
Perceived fairness of process and procedures used to make allocation decisions |
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Expectancy theory |
Holds that peoplea are motivated to behave in ways that produce valued outcomes |
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Expectancy |
Belief that effort leads to specific level of performance |
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Valence |
Value of a reward or outcome |
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Instrumentality |
A performance-outcome perception |
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Goal specificity |
Quantifiability of a goal |
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Intrinsic motivation |
Motivation caused by positive internal feelings |
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Performance management |
Continuous cycle of inproving job performance with goal setting,feedback,and coaching and rewards plus positivr reinforcement |
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Performance outcome goal |
Targets specific end result |
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Learning goal |
Encourages learning,creativity, and skill development |
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Management by objective |
Management system incorperating participation in decision making,goal setting,and feedback |
MBO |
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Upward feedback |
Employees evaluate their boss |
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Extrinsic rewards |
Financial, material, or social rewards from environment |
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Pay for performance |
Monetary incentives tied to ones results or accomplishments |
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Law of effect |
Behavior with favorable consequences is repeated, unfavorable will dissappear |
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Respondent behavior |
Skinners term for unlearned stimulus-response reflexes |
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Operant |
Learned consequence-shaped behavior |
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Extinction |
Making behavior occur less often by ignoring or not reinforcing it |
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Intermittent reinforcement |
Reinforcing some but not all instances of behavior |
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Shaping |
Reinforcing closer and closer aprroximations to a target behavior |
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