I/o Test 3

Front 1

Classical theory 4 components

Back 1

1)System of differentiated activities

2) people

3) cooperation toward a goal

4) authority

Front 2

4 major structural principles

Back 2

Functional principle - organizations should be divided into units that perform similar functions

Scalar principle - structured by a chain of command that grows with increasing levels of authority

Line/staff principle - differentiating organizational work into primary and support functions

Span of control principle - the concept that refers to the number of subordinates a manager is responsible for supervising

Front 3

Functional principle

Back 3

divided into units that perform similar functions

Front 4

Scalar principle

Back 4

Chain of command. Clear definition of authority in the organization

Front 5

Line/staff principle

Back 5

The concept of differentiating organizational work into primary and support functions

Front 6

Span of control principle

Back 6

The number of subordinates a manager is responsible for supervising

Front 7

Structural theory : strategic apex

Back 7

The executives who lead the organization (ex: CEO)

Front 8

Structural theory: middle line

Back 8

Those who make sure the goals set by strategic apex are being met by operating core ex: middle managers

Front 9

Structural theory: techno structure

Back 9

Employees with specialized expertise that facilitate operations by giving advice (ex: accounting)

Front 10

Social system

Back 10

Structuring events or happenings

Front 11

Role conflict

Back 11

Two roles you do in an organization (Manager vs friend )

Front 12

Role ambiguity

Back 12

Unclear of what your job is (different managers telling you different)

Front 13

Role overload

Back 13

Taking on multiple roles

Front 14

Organizational climate

Back 14

Shared meaning of what and how things are done within an organization

Front 15

Organizational culture

Back 15

Then language values, attitudes and customs beliefs

Front 16

Observable artifacts

Back 16

Easy to see

Front 17

Espoused values (development of normal standards)

Back 17

Change from easy to hard

Front 18

Basic assumptions

Back 18

Hard to see

Front 19

Person- organization fit

Back 19

The perception by both job candidates and the organization of the match between their respective values and goals

Front 20

Merger

Back 20

Joining or combining of two organizations of approximately equal status and power

Front 21

Acquisition

Back 21

Organization acquires the resources of a second organization

Front 22

Acuisition: Hostile takeover

Back 22

When one partner is unwilling

Front 23

Acquisition: parent

Back 23

Acquiring organizations (bigger company)

Front 24

Acquisition: target

Back 24

Organization being acquired (smaller one)

Front 25

Lewins 3 step model

Back 25

Enticing deliberate change within organizations. (Unfreezing, change, refreezing)

Front 26

Organizational development

Back 26

A field of study involving organization-wide, data driven efforts to systematically increase organization effectiveness and well being. (Evolutionary or revolutionary)

Front 27

Teams

Back 27

Identifiable membership, identifiable tasks, interdependence, whole is greater

Front 28

Problem- resolution team

Back 28

Focus on solving ongoing problems

Front 29

Creative team

Back 29

Develop innovative possibilities or solutions

Front 30

Tactical team

Back 30

Execute a well defined plan or objective

Front 31

Ad hoc team

Back 31

Created for a limited duration designed to address one particular problem

Front 32

Virtual team

Back 32

Interact through electronics

Front 33

Multi team systems

Back 33

Teams of teams that function interdependently to achieve overarching system-level goals

Front 34

Team structure: skill differentiation

Back 34

Who will perform tasks

Front 35

Team structure: authority differentiation

Back 35

Who has power to make decisions

Front 36

Team structure: temporal stability

Back 36

Team members together for short or long durations

Front 37

Group think

Back 37

A phenomenon associated with team decision making in which members feel threatened by forces external to the team, resulting in deterioration in the cognitive processing of information.

Dark side of thinking alike

Defects in decisions

Front 38

Social loafing

Back 38

Certain individuals are prone to exert less effort on a task if they are in a group

Examples: free riding, sucker effect, felt dispensed

Front 39

Affect

Back 39

Range of feelings that encompass moods

Front 40

Moods

Back 40

General long lasting feelings not directed at a particular target

Front 41

Emotions

Back 41

Discrete target specific feelings that are of relatively short duration

Front 42

Emotional labor

Back 42

Force emotions in relations to clients (associate with enhanced performance, can be exhausting)

Front 43

Emotion regulation

Back 43

The attempts to control ones emotions

Front 44

Emotional intelligence

Back 44

A construct that reflects a persons ability to manage emotional responses in social situations

Front 45

Emotional contagion

Back 45

Acting like others in your environment expressing others emotions consciously or unconsciously

Front 46

Allen & Meyer conceptualized commitment into 3 components

Back 46

Affective component, continuance component, normative

Front 47

Allen&meyer: affective component

Back 47

Refers to the employees emotional attachment to the job

Front 48

Allen and Meyer: continuance component

Back 48

The commitment b/c costs that the employee has with leaving their job

Front 49

Allen and Meyer: Normative component

Back 49

obligation to remain with the target

Front 50

Employee engagement

Back 50

Feels dedicated to the job still

Front 51

Burnout

Back 51

Emotional exhaustion

Front 52

Organizational justice

Back 52

Fair treatment of people

Front 53

Distributive

Back 53

Fairness, outcomes are distributed among all members

Front 54

Procedural justice

Back 54

Fairness of the means used to achieve results in an organization

Front 55

Interactional justice

Back 55

Fairness with how people are treated within an organization

Front 56

Organizational citizenship behavior

Back 56

Employee behavior that transcends job performance and is directed to the overall welfare of the organization

Front 57

Citizenship behavior: ALTRUISM

Back 57

Willingly helping people

Front 58

Citizenship behavior: CONSCIOUSNESS

Back 58

Being punctual, following rules

Front 59

Citizenship behavior: Courtesy

Back 59

Mindful

Front 60

Citizenship behavior: Sportsmanship

Back 60

Avoiding magnifying problems

Front 61

Citizenship behavior: civic virtue

Back 61

Participating in the political life of the organization

Front 62

Counterproductive work behaviors

Back 62

Verbal,physical, work directed (excessive absence), workplace homicide

Front 63

Organizational politics

Back 63

Behavior exhibited within organizations by employees that is driven by self interest

Front 64

Responses to politics

Back 64

Increased desire to leave the organization, decreased job satisfaction,decreased commitment