Ilrob 170 Prelim 2

Front 1

job design

Back 1

an approach to motivation suggesting that people's jobs can be created to enhance people's interests in doing them

Front 2

job enlargement

Back 2

the practice of expanding the content of a job to include more variety and a greater number of tasks at the same level

Front 3

job enrichment

Back 3

the practice of giving employees a high degree of control over their work, from planning and organization, through implementing the jobs and evaluating the results

Front 4

job characteristics model

Back 4

an approach to job enrichment that specifies that five core job dimensions (skill variety, task identity, task significance, autonomy, and job feedback) produce critical psychological states that lead to beneficial outcomes for individuals and the organization

Front 5

growth need strength

Back 5

the personality variable describing the extent to which people have a high need for personal growth and development on the job; the 'job characteristics model' best describes people in high growth need strength

Front 6

motivating potential score

Back 6

a mathematical index describing the degree to which a job is designed so as to motivate people, as suggested by the 'job characteristics model;' it os computed on the basis of a questionnaire known as the Job Diagnostic Survey (JDS); the higher the MPS, the more the job may stand to benefit from redesign

Front 7

group dynamics

Back 7

the social science field focusing on the nature of groups--the factors governing their formation and development, the elements of their structure, and their interrelationships with individuals, other groups, and organizations

Front 8

group

Back 8

a collection of two or more interacting individuals who maintain stable patterns of relationships, share common goals, and perceive themselves as being a group

Front 9

formal groups

Back 9

groups that are created by the organization, intentionally designed to direct its members toward some organizational goal

Front 10

command group

Back 10

a group determined by the connections between individuals who are a formal part of the organization (i.e., those who legitimately can give orders to others)

Front 11

task group

Back 11

a formal organizational group formed around some specific task

Front 12

standing committees

Back 12

committees that are permanent, existing over time

Front 13

ad hoc committee

Back 13

a temporary committee formed for a special purpose

Front 14

task forces

Back 14

a temporary committee formed for a special purpose

Front 15

informal groups

Back 15

groups that develop naturally among people, without any direction from the organization within which they operate

Front 16

interest groups

Back 16

a group of employees who come together to satisfy a common interest

Front 17

friendship groups

Back 17

informal groups that develop bc their members are friends, often seeking each other outside of the organization

Front 18

punctuated-equilibrium model

Back 18

the conceptualization of group development claiming that groups generally plan their activities during their first half of time together, and then revise and implement their plans in the second half

Front 19

group structure

Back 19

the pattern of interrelationships between the individuals constituting a group; the guidelines of a group behavior that make group funtioning orderly and predictable

Front 20

role

Back 20

typical behavior that characterizes a person in a specific social context

Front 21

role incumbent

Back 21

a person holding a particular role

Front 22

role expectations

Back 22

the behaviors expected of someone in a particular role

Front 23

role ambiguity

Back 23

confusion arising from not knowing what one is expected to do as the holder of a role

Front 24

role differentiation

Back 24

the tendency for various specialized roles to emerge as groups develop

Front 25

task-oriented role

Back 25

the activities of an individual in a group, who, more than anyone else, helps the group reach its goal

Front 26

socioemotional role

Back 26

the activities of an individual in a group who is supportive and nurturant of other group members, and who helps them feel good

Front 27

relations-oriented role

Back 27

the activities of an individual in a group who is supportive and nuturant of other group members, and who helps them feel good

Front 28

self-oriented role

Back 28

the activities of an individual in a group who focuses on his or her own good, often at the expense of others

Front 29

norms

Back 29

generally agreed on informal rules that guide group members' behaviors

Front 30

prescriptive norms

Back 30

expectations within groups regarding what is supposed to be done

Front 31

proscriptive norms

Back 31

expectations within groups regarding behaviors in which members are not supposed to engage

Front 32

status

Back 32

the relative prestige, social position, or rank given to groups or individuals by others

Front 33

formal status

Back 33

the prestige one has by virtue of his or her official position in an organization

Front 34

status symbols

Back 34

objects reflecting the position of any individual within an organization's hierarchy of power

Front 35

informal status

Back 35

the prestige accorded individuals with certain characteristics that are not formally recognized by the organization

Front 36

cohesiveness

Back 36

the strength of group members' desires to remain a part of the group

Front 37

social facilitation

Back 37

the tendency for the presence of others sometimes to enhance an individual's performance and at other times to impair it

Front 38

drive theory of social facilitation

Back 38

the theory according to which the presence of others increases arousal, which increases people's tendecies to perform the dominant response; if that response is well-learned, performance will improve; but, if it is novel, performance will be impaired

Front 39

evaluation apprehension

Back 39

the fear of being evaluated or judged by another person

Front 40

computerized performance monitoring

Back 40

the process of using computers to monitor job performance

Front 41

additive tasks

Back 41

types of group tasks in which the coordinated efforts of several people are added together to form the group's product

Front 42

social loafing

Back 42

the tendency for group members to exert less individual effort on an additive task as the size of the group increases

Front 43

social impact theory

Back 43

the theory that explains social loafing in terms of the diffused responsibility for doing what is expected of each member of a group; the larger the size of a group, the less each member is influenced by the social forces acting upon the group

Front 44

individualistic cultures

Back 44

national groups whose members place a high value on individual accomplishments and personal success

Front 45

collectivistic cultures

Back 45

national groups whose members place a high value on shared responsibility and the collective good of all

Front 46

team

Back 46

a group whose members have complementary skills and are committed to a common purpose or set of performance goals for which they hold themselves accountable

Front 47

high-perfomance teams

Back 47

teams whose members are deeply committed to one another's personal growth and success

Front 48

work teams

Back 48

teams whose members are concerned primarily with using the organization's resources to effectively create its results

Front 49

improvement teams

Back 49

teams whose members are oriented primarily toward the mission of increasing the effectiveness of the processes used by the organization

Front 50

semiautomonous work groups

Back 50

work groups in which employees and their bosses get to share in the responsibility for decisions with and are jointly accountable for their work outcomes

Front 51

self-managed teams

Back 51

teams whose members are permitted to make key decisions about how their work is done

Front 52

self-directed teams

Back 52

teams whose members are permitted to make key decisions about how their work is done

Front 53

cross-functional teams

Back 53

teams represented by people from different speciality areas within organizations

Front 54

virtual teams

Back 54

teams that operate across space, time and organizational boundaries, communicating with each other only through electronic technology

Front 55

law of telecosm

Back 55

the idea that as computer networks expand, distances become irrelevant

Front 56

team building

Back 56

formal efforts directed toward making teams more effective

Front 57

decision making

Back 57

the process of mkaing choices from among several alternatives

Front 58

analytical model of the decision making process

Back 58

an eight-step approach to organizational decision making that focuses on both the formulation of problems and the implementation of solutions

Front 59

formulation

Back 59

the process of understanding a problem and making a decision about it

Front 60

implementation

Back 60

the process of carrying out a decision

Front 61

predecision

Back 61

a decision about what process to follow in making a decision

Front 62

decision support systems (DSS)

Back 62

computer programs in which information about organizational behavior si presented to decision makers in a manner that helps them structure their responses to decisions

Front 63

programmed decisions

Back 63

highly routine decisions made by lower-level personel following preestablished organizational routines and procedures

Front 64

nonprogrammed decisions

Back 64

decisions made about a highly novel problem for which there is no prespecified course of action

Front 65

strategic decisions

Back 65

nonprogrammed decisions typically made by high level executives regarding the direction their organization sould take to achieve its mission

Front 66

top-down decision making

Back 66

the practice of vesting decision-making power in the hand of superious as opposed to lower level employees

Front 67

empowered decision making

Back 67

the practice of vesting power for mkaing decisions in the hands of employees themselves

Front 68

decision style

Back 68

differences between people with respect to their orientations toward decisions

Front 69

adaptive agents

Back 69

sophisticated computer models that capture the roles of complex human behavior

Front 70

decision style model

Back 70

the conceptualization according to which people use one of four predominant predominant decision styles: directive, analytical, conceptual, and behavioral

Front 71

groupthink

Back 71

the tendency for member of highly cohesive groups to so strongly conform to group pressures regarding a certain decision that htey fail to think critically, rejecting the potentially correcting influences of outsiders

Front 72

rational decisions

Back 72

decisions that maximize the chance of attaining and individual's, group's or organization's goals

Front 73

rational-economic model

Back 73

the model of decision making according to which decision makers consider all the possible alternatives to problems before selecting an optimal solution

Front 74

administrative model

Back 74

a model of decision making that recognizes the bounded rationality that limits the making of optimally rational-economic decisions

Front 75

satisficing decisions

Back 75

decisions made by selecting the first minimally acceptable alternative as it becomes available

Front 76

bounded rationality

Back 76

the major assumption of the administrative model that organizational, social, and human limitations head to the mkaing fo satisficing rather than optimal decisions

Front 77

bonded discretion

Back 77

the tendency to restrict decision alternatives to those that fall within prevailing ethical standards

Front 78

imagery theory

Back 78

a theory of decision making that recognizes that decisions are made in an automatic, intuitive fashion based on actions that best fit a person's individual principles, current goals, and plans for the future

Front 79

framing

Back 79

the tendency for people to make different decisions based on how the problem is presented to them

Front 80

risky choice framing effect

Back 80

the tendency for people to avoid risks when situations are presented in a way that emphasizes positive gains and to take risks when situations are presented in a way that emphasized potential losses that may be suffered

Front 81

attribute framing effect

Back 81

the tendency for people to evaluate a characteristic more positively when it is presented in positive terms than when it is presented in negative terms

Front 82

goal framing effect

Back 82

the tendency for people to be more strongly persuaded by information that is framed in negative terms than information that is framed in positive terms

Front 83

heuristics

Back 83

simple decision making rules used to make quick decisions about complex problems

Front 84

availability heuristics

Back 84

the tendency for people to base their judgements on information that is readily available to them although it may be potentially inaccurate, thereby adversly affecting decision quality

Front 85

representative heuristic

Back 85

the tendency to perceive others in stereotypical ways if they appear to be typical representatives of the category to which they belong

Front 86

implicit favorite

Back 86

one's preferred decision alternative, selected even before all options have been considered

Front 87

confirmation candidate

Back 87

a decision alternative considered only for purposes of convincing onself of the wisdom of selecting the implicit favorite

Front 88

hindsight bias

Back 88

the tendency for people to perceive outcomes as more inevitable after they have occured than they did before they occurred

Front 89

person sensitivity bias

Back 89

the tendency for people to give others too little credit when things are going poorly and too much credit when things are going well

Front 90

escalation of committment phenomenon

Back 90

the tendency for individuals to continue to support previously unsuccessful courses of action

Front 91

brainstorming

Back 91

a technique designed to foster group productivity by encouraging interacting group members to express their ideas in a noncritical fashion

Front 92

hypervigilance

Back 92

the state in which an individual frantically searches for quick solutions to problems and goes from one idea to another out of a sesnse of desperation that one idea isn't working and that another needs to be considered before time runs out

Front 93

unconflicted adherence

Back 93

the tendency for decision makers to stick to the first idea that comes to their minds without more deeply evaluating the consequences

Front 94

unconflicted change

Back 94

the tendency for people to quickly change their minds and to adopt the first new idea to come along

Front 95

defensive avoidance

Back 95

the tendency for decision makers to fail to solve problems because they go out of their way to avoid working on the problem at hand

Front 96

Delphi technique

Back 96

a method of improving group decisions using the opinions of experts, which are solicited by mail and then compiled; the expert consensus of opinions are used to make a decision

Front 97

nominal group technique (NGT)

Back 97

a technique for improving group decisions in which small groups of individuals systematically present and discuss their ideas before privately voting on their preferred solution; the most preferred solution is accepted as the group's decision

Front 98

stepladder technique

Back 98

a technique for improving the quality of group decisions that minimizes the tendency for group members to be unwilling to present their ideas by adding new members to a group one at a time and requiring each to present his or her ideas independently of the group that already has discussed the problem at hand

Front 99

electronic meetings

Back 99

the practice of bringing individuals from different locations together for a meeting via telephone or satellite transmissions, either on television or via shared space on a computer screen

Front 100

computer-assisted communication

Back 100

the sharing of information, such as text messages and date relevant to the decision, over computer networks

Front 101

openness to experience

Back 101

a personality variable reflecting the degree to which individuals have intellectual curiousity, value learning, have an active imagination, and are intrigued by artistic endeavors

Front 102

group decision support systems (GDSS)

Back 102

interactive computer-based systems that combine communication, computer, and decision technologies to improve the effectiveness of group problem-solving meetings

Front 103

leader

Back 103

an individual within a group or an organization who wield the most influence over others

Front 104

leadership

Back 104

the process whereby one individual influences other group members toward the attainment of defined group or organizational goals

Front 105

great person theory

Back 105

the view that leaders possess special traits that set them apart from others and that these traits are responsible for their assuming positions of power and authority

Front 106

leadership motivation

Back 106

the desire to influence others, especially toward the attainment of shared goals

Front 107

personalized power motivation

Back 107

the wish to dominate others, reflected by an excessive concern with status

Front 108

socialized power motivation

Back 108

the desire to cooperate with others, to develop networks and coalitions

Front 109

multiple domains of intelligence

Back 109

intelligence as measured in several different ways, such as cognitive intelligence, emotional intelligence, and cultural intelligence

Front 110

cultural intelligence

Back 110

a person's sensitivity to the fact that leaders operate differently in different cultures

Front 111

autocratic leadership style

Back 111

a style of leadership in which the leader makes all decisions unilaterally

Front 112

participative leadership style

Back 112

a style of leadership in which the leader permits subordinates to take part in decision making and also gives them a considerable degree of autonomy in completing routine work activities

Front 113

autocratic-delegation continuum model

Back 113

an approach to leadership describing the ways in which leaders allocate influence to subordinates; range includes: autocratic, consulting, making joint decisions, and delegating

Front 114

two dimensional model of subordinate participation

Back 114

an approach to leadership that describes the nature of the influences leaders give followers with an autcratic/participative dimension and a directive/permissive dimension

Front 115

initiating structure (production oriented leadership)

Back 115

activities by a leader designed to enhance productivity or task performance; leaders who focus primarily on these goals are described as demonstrating a task-oriented style

Front 116

consideration (person oriented leadership)

Back 116

actions by a leader that demonstrate concern with the welfare of subordinates and establish positive relations with them; leaders who focus primarily on this task are often described as demonstrating person-oriented style

Front 117

grid training

Back 117

a multistep process designed to cultivate two important leadership skills--concern for people and concern for production

Front 118

leader-member exchange (LMX) model

Back 118

a theory suggesting that leaders form different relations with various subordinates and that their nature can exert strong effects on subordinates' performance and satisfaction

Front 119

grassroots leadership

Back 119

an approach to leadership that turns the traditional management hierarchy upside down by empowering people to make their own decisions

Front 120

attribution approach (to leadership)

Back 120

the approach to leadership that focuses on leaders' attributions of followers' perfomance--that is, their perceptions of its underlying causes

Front 121

rally 'round the flag effect

Back 121

the tendency for followers to make positive attributions about their leaders whe they appear to be working to keep things together during a crisis situation

Front 122

charismatic leaders

Back 122

leaders who exert especially powerful effects on followers by virtue of their commanding confidence and clearly articulated visions

Front 123

pragmatic leadership

Back 123

a type of leadership based on methodically developing solutions to problems and working them through in a thorough manner

Front 124

transformational leadership

Back 124

leadership in which leaders use their charisma to transform and revitalize their organizations

Front 125

contingeny theories of leadership effectiveness

Back 125

any of several theories that recognize that certain styles of leadership are more effective in some situations than others

Front 126

LPC contingency theory

Back 126

a theory suggesting that leader effectiveness is determined by both characteristics of leaders and by the level of situational control they are able to exert over subordinates

Front 127

LPC

Back 127

short for "esteem for least preferred coworker," a personality variable distinguishing individuals with respect to their concern people (high LPC) and their concern for production (low LPC)

Front 128

leader match

Back 128

the practice of matching leaders (based on the LPC scores) to the groups whose situations match those in which they are expected to be most effective according to LPC contigency theory

Front 129

situational leadership theory

Back 129

a theory suggesting that the most effective style of leadership-delegating, participation, selling, or telling-depends on the extent to which followers require guidance, direction, and emotional support

Front 130

path-goal theory

Back 130

a theory of leadership suggesting that subordinates will be motivated by a leader only to the extent they perceive this individual as helping them to attain valued goals

Front 131

normative decision theory

Back 131

a theory of leader effectiveness focusing on primarily on strategies for choosing the most effective approach to making decisions

Front 132

substitutes for leadership

Back 132

the view that high levels of skill among subordinates or certain features of technology and organizational structure sometimes serave as substitues for leaders, rendering their guidance or influence superfluous

Front 133

leadership development

Back 133

the practice of systematically training people to expand their capacity to function effectively in leadership roles

Front 134

guanxi

Back 134

in China, a person's network of personal and business connections

Front 135

networking

Back 135

a leadership development tool designed to help people make connections to others to whom they can turn for information and problem solving

Front 136

executive coaching

Back 136

a technique of leadership development that invovles custom-tailored, one-on-one learning aimed at improving an individual leader's performance

Front 137

action learning

Back 137

a leadership development technique involving a continuous process of learning and reflection that is supported by colleagues and that emphasizes getting things done

Front 138

social influence

Back 138

attempts to affect another in a desired fashion, whether or not these are successful

Front 139

power

Back 139

the potential to influence others successfully

Front 140

position power

Back 140

power based on one's formal position in an organization

Front 141

legitimate power

Back 141

the individual power base derived from one's position in an organizational hierarchy; the accepted authority or one's position

Front 142

reward power

Back 142

the individual power base derived from an individual's capacity to administer valued rewards to others

Front 143

coercive power

Back 143

the individual power base derived from the capacity to administer punishment to others

Front 144

information power

Back 144

the extent to which a supervisor provides a subordinate with the information needed to do the job

Front 145

personal power

Back 145

the power that one derives because of his or her individual qualities or characteristics

Front 146

rational persuasion

Back 146

using logical arguments and factual evidence to convince others that an idea is acceptable

Front 147

expert power

Back 147

the individual power base derived from an individual's recognized superior skills and abilities in a certain area

Front 148

referent power

Back 148

the individual power base derived from the degree to which one is liked and admired by others

Front 149

charisma

Back 149

an attitude of enthusiasm and optimism that is contagious; an aura of leadership

Front 150

empowerment

Back 150

the process in which employees are given increasing amounts of autonomy and discretion in connection with their work

Front 151

resource-dependency model

Back 151

the view that power resides within subunits that are able to control the greatest share of valued organizational resources

Front 152

strategic contingencies model

Back 152

a view explaining power in terms of a subunit's capacity to control the activities of other subunits; a subunit's power is enhanced when 1) it can reduce the level of uncertainty experienced by other subunits, 2) it occupies a central position in the organization, and 3) its activities are highly indispensable to the organization

Front 153

organizational politics

Back 153

actions by individuals that are directed toward the goal of furthering their own self-interest without regard for the well-being of others or their organization

Front 154

scapegoat

Back 154

someone who is made to take the blame for someone else's failure or wrongdoing

Front 155

organizational structure

Back 155

the formal configuration between individuals and groups with respect to the allocation of tasks, responsibilities, and authorities within organizations

Front 156

organizational chart

Back 156

a diagram representing the connections between the various departments within an organization; a graphic representation of organizational design

Front 157

hierarchy of authority

Back 157

a configuration of the reporting relationships wtihin organizations, that is, who reports to whom

Front 158

division of labor

Back 158

the process of dividing the many tasks performed within an organization into specialized jobs

Front 159

span of control

Back 159

the number of subordinates in an organization who are supervised by an individual manager

Front 160

line positions

Back 160

positions in organizations in which people can make decisions related to doing its basic work

Front 161

staff positions

Back 161

positions in organizations in which people make recommendations to others but who are not themselves involved in making decisions concerning the organization's day-to-day operations

Front 162

decentralization

Back 162

the extent to which authority and decision making are spread throughout all levels of an organization rather than being reserved exclusively for top management

Front 163

departmentalization

Back 163

the process of breaking up organizations into coherent units

Front 164

functional organization

Back 164

the type of departmentalization based on the activities or functions performed

Front 165

product organization

Back 165

the type of departmentalization based on the products (or product lines) produced

Front 166

matrix organization

Back 166

the type of departmentalization in which a product or project form is superimposed on a functional form

Front 167

organizational design

Back 167

the process of coordinating the structural elements of an organization in the most appropriate manner

Front 168

classical organizational theory

Back 168

the approach that assumes that there is a single best way to design organizations

Front 169

neoclassical organizational theory

Back 169

an attempt to imporove on the classical organizational theory that argues that not only economic effectiveness, but also employee satisfaction, should be goals of an industrial organization

Front 170

horizontal organization

Back 170

the practice of structuring organizations by processes performed, using autonomous work teams in flattened hierarchies

Front 171

contingent approach to organizational design

Back 171

the contemporary approach that recognizes that no one approach to organizational design is best, but that the best design is the one that best fits with the existing environmental conditions

Front 172

mechanistic organization

Back 172

an internal organizational structure in which people perform specialized jobs, many rigid rules are imposed, and authority is vested in a few top-ranking officials

Front 173

organic organization

Back 173

an internal organizational structure in which jobs tend to be very general, there are few rules, and decisions can be made by lower-level employees

Front 174

operating core

Back 174

employees who perform basic work related to an organization's product or service

Front 175

strategic apex

Back 175

top-level exectives responsible for running an entire organization

Front 176

middle line

Back 176

managers who transfer information between higher and lower levels of organizational hierarchy

Front 177

technostructure

Back 177

organizational specialists responsible for standardizing various aspects of an organization's activities

Front 178

support staff

Back 178

individuals who provide indirect support services to an organization

Front 179

simple structure

Back 179

an organization characterized as being small and informal, with a single, powerful individual, often the founding entrepeneur, who is in charge of everything

Front 180

machine bureaucracy

Back 180

an organizational form in which work is highly specialized, decision making is concentrated at the top, and the work environment is not prone to change

Front 181

professional bureaucracy

Back 181

organizations in which there are lots of rules to follow, but employees are highly skilled and free to make decisions on their own

Front 182

divisional structure

Back 182

the form used by many large organizations, in which separate autonomous units are created to deal with entire product line, freeing top management to focus on large-scale strategic decisions

Front 183

adhocracy

Back 183

a highly informal organic organization in which specialists work in teams, coordinating with each other on various projects

Front 184

boudaryless organization

Back 184

an organization in which chaines of command are eliminated, spans of control are unlimited, and rigid departments give way to empowered teams

Front 185

modular organization

Back 185

an organization that surrounds itself by a network of other organizations to which it regularly outsources noncore functions

Front 186

virtual organization

Back 186

a highly flexible, temporary organization formed by a group of companies that join forces to exploit a specific opportunity

Front 187

affiliate networks

Back 187

satellite organizations affiliated with core companies that have helped them develop

Front 188

autonomous change

Back 188

a change in one part of an organization that is made independently of the need for change in another part

Front 189

systemic change

Back 189

a change in one part of an organization that is related to change in other parts of it