Mana 3335 - Uh - Blakeney - Exam 4 - Mgmt 8: Ch. 13, 15 - Orgb 4 Ch. 7

Front 1

Motivation

Back 1

the set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal

Front 2

Needs

Back 2

the physical or psychological requirements that must be met to ensure survival and well–being

Front 3

Extrinsic Reward

Back 3

a reward that is tangible, visible to others, and given to employees contingent on the performance of specific tasks or behaviors

Front 4

Intrinsic Reward

Back 4

a natural reward associated with performing a task or activity for its own sake

Front 5

Equity Theory

Back 5

A theory that states that people will be motivated when they perceive that they are being treated fairly

Front 6

Inputs

Back 6

in equity theory, the contributions employees make to the organization

Front 7

Outcomes

Back 7

in equity theory, the rewards employees receive for their contributions to the organization

Front 8

Referents

Back 8

in equity theory, others with whom people compare themselves to determine if they have been treated fairly

Front 9

Outcome/input ratio

Back 9

in equity theory, an employee's perception of how the rewards received from an organization compare with the employee's contribution to that organization

Front 10

Underreward

Back 10

a form of inequity in which you are getting fewer outcomes relative to inputs than your referent is getting

Front 11

Overreward

Back 11

a form of inequity in which you are getting more outcomes relative to inputs than your referent

Front 12

Distributive Justice

Back 12

the perceived degree to which outcomes and rewards are fairly distributed or allocated

Front 13

Procedural Justice

Back 13

the perceived fairness of the process used to make reward allocation decision

Front 14

Expectancy Theory

Back 14

the theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will offered attractive rewards

Front 15

Valence

Back 15

the attractiveness or desirability of a reward or outcome

Front 16

Expectancy

Back 16

the perceived relationship between effort and performance

Front 17

Instrumentality

Back 17

the perceived relationship between performance and rewards

Front 18

Reinforcement Theory

Back 18

the theory that behavior is a function of its consequences, that behaviors followed by positive consequences will occur more frequently, and that behaviors followed by negative consequences or not followed by positive consequences, will occur less frequently

Front 19

Reinforcement

Back 19

the process of changing behavior by changing the consequences that follow behavior

Front 20

Reinforcement Contingencies

Back 20

cause–and–effect relationships between the performance of specific behaviors and specific consequences

Front 21

Schedule of reinforcement

Back 21

rules that specify which behaviors will be reinforce, which consequences will follow those behaviors, and the schedule by which those consequences will be delivered

Front 22

Positive reinforcement

Back 22

reinforcement that strengthens behavior by following behaviors with desirable consequences

Front 23

Negative reinforcement

Back 23

reinforcement that strengthens behavior by withholding an unpleasant consequence when employees perform a specific behavior

Front 24

Punishment

Back 24

reinforcement that weakens behavior by following behaviors with undesirable consequences

Front 25

Extinction

Back 25

reinforcement in which a positive consequence is no longer allowed to follow a previously reinforced behavior, thus weakening the behavior

Front 26

Continuous Reinforcement schedule

Back 26

a schedule that requires a consequence to be administered following every instance of a behavior

Front 27

Intermittent Reinforcement schedule

Back 27

a schedule in which consequences are delivered after a specified or average time has elapsed or after a specified or average number of behaviors has occurred

Front 28

Fixed interval reinforcement schedule

Back 28

an intermittent schedule in which consequences follow a behavior only after a fixed time has elapsed

Front 29

Variable Interval Reinforcement Schedule

Back 29

an intermittent schedule in which the time between a behavior and the following consequences varies around a specified average

Front 30

Fixed Ratio Reinforcement Schedule

Back 30

an intermittent schedule in which consequences are delivered following a specific number of behaviors

Front 31

Variable Ration Reinforcement Schedule

Back 31

an intermittent schedule in which consequences are delivered following a different number of behaviors, sometimes more and some less, that vary around a specified average number of behaviors

Front 32

Goal

Back 32

a target, objective, or result that someone tries to accomplish

Front 33

Goal–setting theory

Back 33

the theory that people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement

Front 34

Goal specificity

Back 34

the extent to which goals are detailed, exact and unambiguous

Front 35

Goal difficulty

Back 35

the extent to which a goal is hard or challenging to accomplish

Front 36

goal acceptance

Back 36

the extent to which people consciously understand and agree to goals

Front 37

Performance feedback

Back 37

information about the quality or quantity of past performance that indicates whether progress is being made toward the accomplishment of a goal

Front 38

communication

Back 38

the process of transmitting information from one person or person to another

Front 39

perception

Back 39

the process by which individuals attend to, organize, interpret, and retain information from their environments

Front 40

perceptual filters

Back 40

the personality–, psychology–,or experience–based differences that influence people to ignore or pay attention to particular stimuli

Front 41

selective perception

Back 41

the tendency to notice and accept objects and information consistent with our values, beliefs, and expectations, while ignoring or screening inconsistent information

Front 42

closure

Back 42

the tendency to fill in gaps of missing information by assuming that what we don't know is consistent with what we already know

Front 43

attribution theory

Back 43

the theory that we all have a basic need to understand and explain the causes of other peoples behavior

Front 44

defensive bias

Back 44

the tendency for people to perceive themselves as personally and situationally similar to someone who is having difficulty or trouble

Front 45

fundamental attribution error

Back 45

the tendency to ignore external causes of behavior and to attribute other peoples actions to internal causes

Front 46

self–serving bias

Back 46

the tendency to overestimate our value by attributing successes to ourselves (internal causes) and attributing failures to others or the environment (external causes)

Front 47

encoding

Back 47

putting a message into a written, verbal, or symbolic form that can be recognized and understood by the receiver

Front 48

decoding

Back 48

the process by which the receiver translates the written, verbal, or symbolic form of a message into an understood message

Front 49

feedback to sender

Back 49

in the communication process, a return message to the sender that indicates the receivers understanding of the message

Front 50

noise

Back 50

anything that interferes with the transmission of the intended message

Front 51

jargon

Back 51

vocabulary particular to a profession or group that interferes with communication in the workplace

Front 52

formal communication channel

Back 52

the system of official channels that carry organizationally approved messages and information

Front 53

downward communication

Back 53

communication that flows from higher to lower levels in an organization

Front 54

upward communication

Back 54

communication that flows from lower to higher levels in an organization

Front 55

horizontal communication

Back 55

communication that flows among managers and workers who are at the same organizational level

Front 56

informal communication channel (grapevine)

Back 56

the transmission of messages from employee outside of formal communication channels

Front 57

coaching

Back 57

communicating with someone for the direct purpose of improving the persons on–the–job performance or behavior

Front 58

counseling

Back 58

communicating with someone about non–job–related issues that may be affecting or interfering with the persons performance

Front 59

nonverbal communication

Back 59

any communication that doesn't involve words

Front 60

kinesics

Back 60

movements of the body and face

Front 61

para–language

Back 61

the pitch, rate, tone, volume, and speaking pattern (i.e. use of silences, pauses, or hesitations) of ones's voice

Front 62

communication medium

Back 62

the method used to deliver an oral or written message

Front 63

hearing

Back 63

the act or process of perceiving sounds

Front 64

listening

Back 64

making conscious effort to hear

Front 65

active listening

Back 65

assuming half the responsibility for successful communication by actively giving the speaker nonjudgmental feedback that shows you've accurately heard what he or she said

Front 66

empathetic listening

Back 66

understanding the speakers perspective and personal frame of reference and giving feedback that conveys that understanding to the speaker

Front 67

destructive feedback

Back 67

feedback that disapproves without any intention of being helpful and almost always causes a negative or defensive reaction in the recipient

Front 68

constructive feedback

Back 68

feedback intended to be helpful, corrective, and/or encouraging

Front 69

online discussion forums

Back 69

the in–house equivalent of internet newsgroups. By using web– or software– based discussion tools that are available across the company, employees can easily ask questions and share knowledge with each other

Front 70

televised/videotaped speeches and meetings

Back 70

speeches and meetings originally made to a smaller audience that are either simultaneously broadcast to other locations in the company or videotapes for subsequent distribution and viewing

Front 71

organizational silence

Back 71

when employees withhold information about organizational problems or issues

Front 72

company hostiles

Back 72

phone numbers that anyone in the company can call anonymously to leave information for upper management

Front 73

survey feedback

Back 73

information that is collected by surveys from organizational members and then compiled, disseminated, and used to develop action plans for improvement.

Front 74

blog

Back 74

a personal website that provides personal opinions or recommendations, news summaries, and reader comments

Front 75

stress

Back 75

the unconscious preparation to fight or flee that a person experiences when faced with any demand

Front 76

stressor

Back 76

the person or event that triggers the stress response

Front 77

distress

Back 77

teh adverse psychological, physical, behavioral, and organizational consequences that may arise as a result of stressful events

Front 78

strain

Back 78

distress

Front 79

homeostasis

Back 79

a steady state of bodily functioning and equilibrium

Front 80

ego–ideal

Back 80

the embodiment of a person's perfect self

Front 81

self–image

Back 81

how a person sees himself or herself, both positively and negatively

Front 82

workaholism

Back 82

an imbalanced preoccupation with work at the expense of home and personal life satisfaction

Front 83

participation problem

Back 83

a cost associated with absenteeism, tardiness, strikes and work stoppages, and turnover

Front 84

performance decrement

Back 84

a cost resulting form poor quality or low quantity of production, grievances, and unscheduled machine downtime and repair

Front 85

compensation award

Back 85

an organizational cost resulting from court awards for job distress

Front 86

Type A behavior pattern

Back 86

a complex of personality and behavioral characteristics, including competitiveness, time urgency, social status insecurity, aggression, hostility, and a quest for achievement

Front 87

personality hardiness

Back 87

a personality characterized by commitment, control, and challenge and, hence, resistant to distress

Front 88

transformational coping

Back 88

a way of managing stressful events by changing them into less subjectively stressful events

Front 89

self–reliance

Back 89

a healthy, secure, interdependent pattern of behavior related to how people form and maintain supportive attachments with others

Front 90

counterdependence

Back 90

an unhealthy, insecure pattern of behavior that leads to separation in relationships with other people

Front 91

overdependence

Back 91

an unhealthy, insecure pattern of behavior that leads to preoccupied attempts to achieve security through relationships

Front 92

preventative stress management

Back 92

an organizational philosophy according to which people and organizations should take joint responsibility for promoting health and preventing distress and strain

Front 93

primary prevention

Back 93

the stage in preventive stress management designed to reduce, modify, or eliminate the demand or stressor causing stress

Front 94

secondary prevention

Back 94

the stage in preventive stress management designed to alter or modify the individual's or the organization's response to a demand or stressor

Front 95

tertiary prevention

Back 95

the stage in preventive stress management designed to heal individual or organizational symptoms of distress and strain