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72 Cards in this Set
- Front
- Back
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Attitudes |
Evaluative statements about objects, people, or events. |
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Cognitive Component |
A description or belief in the way things are |
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Affective Component |
Emotional or feeling segment of an attitude. |
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Behavioral Component |
Describes an intention to behave in a certain way toward someone or something |
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Organizational Commitment |
When an employee identifies with a particular organization and its goals and wishes to remain a member |
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Perceived Organizational Support |
The degree to which employees believe the organization values their contributions and cares about their well-being |
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Employee Engagement |
An individual's involvement with. satisfaction with, and enthusiasm for, the work she does |
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Motivation |
The processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal. |
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Maslow's Hierarchy of Needs |
1. Physiological 2. Safety 3. Social 4. Esteem 5. Self-Actualization |
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Physiological |
Includes hunger, thirst, shelter, sex, and other bodily needs. |
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Safety |
Security and protection from physical and emotional harm. |
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Social |
Affection, belongingness, acceptance, and friendship. |
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Esteem |
Internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention |
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Self-Actualization |
Drive to become what we are capable of becoming; includes growth, achieving our potential, and self-fulfillment |
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McClelland's Theory of Needs |
1. Need for Achievement 2. Need for Power 3. Need for affiliation |
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Need for Achievement |
The drive to excel, to achieve in relationship to a set of standards |
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Need for Power |
The need to make others behave in a way they would not have otherwise |
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Need for affiliation |
The desire for friendly and close interpersonal relationships |
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Self-Determination Theory |
People prefer to feel they have control over their actions |
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Cognitive Evaluation Theory |
Extrinsic rewards will reduce intrinsic interest in a task |
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Self-Concordance |
Considers how strongly people's reasons for pursuing goals are consistent with their interests and core values |
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Promotion Focus |
People who strive for advancement and accomplishment |
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Prevention Focus |
People who strive to fulfill duties and obligations and avoid conditions that pull them away from desired foals |
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Management by Objectives |
Emphasizes participatively set goals that are tangible, verifiable, and measurable |
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Equity Theory |
Employees compare what they get from their jobs to what they put into it |
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Organizational Justice |
Fairness in the workplace |
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Distributive Justice |
Fairness of outcomes such as pay and recognition that employees receive |
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Procedural Justice |
HOW outcomes are allocated |
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Informational Justice |
Reflects whether managers provide employees with explanations for key decisions and keep them informed of important organizational matters |
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Interpersonal Justice |
Reflects whether employees are treated with dignity and respect |
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Job Design |
Way the elements of a job are organized can influence employee effort |
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Job Characteristics Model |
1. Skill variety 2. Task identity 3. Task significance 4. Autonomy 5. Feedback |
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Skill Variety |
The degree to which a job requires different activities using specialized skills and talents |
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Task identity |
The degree to which a job requires completion of a whole and identifiable piece of work |
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Task Significance |
The degree to which a job affects the lives or work of other people |
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Autonomy |
The degree to which a job provides the worker freedom, independence, and discretion in scheduling work and determining the procedures for carrying it out |
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Feedback |
The degree to which carrying out work activities generates direct and clear information about your own performance` |
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Job Rotation |
The periodic shifting of an employee from one task to another with similar skill requirements at the same organizational level (Cross-training) |
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Job enrichment |
Expands jobs bu increasing the degree to which the worker controls the planning, execution, and evaluation of the work |
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Job Sharing |
Allows two or more individuals to split a traditional forty hour a week job |
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Telecommuting |
Working at home at least two days a week on a computer linked to the employer's office |
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Employee Involvement |
Participative process that uses employees' input to increase their commitment to organizational success |
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Participative management |
joint decision making in which subordinates share a significant degree of decision making power with their immediate supervisors |
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Power |
A capacity that A has to influence the behavior of B so B acts in accordance with A's wishes |
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Dependence |
Based on alternatives that B perceives and the importance B places on the alternatives |
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Coercive Power |
Depends on fear of the negative results from failing to comply |
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Reward Power |
People comply because it produces positive benefits |
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Legitimate Power |
The formal authority to control and use organizational resources based on structural position in the organization |
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Expert Power |
Influence wielded as a result of expertise, special skills, or knowledge |
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Referent Power |
Based on identification with a person who has desirable resources or personal traits |
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Political Skill |
Ability to influence others to enhance their own objectives |
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Conflict |
When one party perceives that another party has negatively affected or is about to negatively affect something the first party cares about |
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Traditional View of Conflict |
It was bad |
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Interactionist view of Conflict |
Minimal conflict keeps group viable, critical, and creative |
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Negotiation |
When two or more parties decide how to allocate scarce resources |
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Distributive Bargaining |
Zero sum, any gain i make is at your expense |
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Fixed Pie |
Set amount of goods or services to be divvied up |
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Integrative Bargaining |
There can be a win win situation |
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Negotiation Process |
1. Preparation and planning 2. Definition of Ground Rules 3. Clarification and Justification 4. Bargaining and Problem Solving 5. Closure and Implimentation |
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BATNA |
Best Alternative To a Negotiated Agreement (Lowest you will accept) |
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Organizational Structure |
Defines how job tasks are formally divided, grouped, and coordinated |
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Work Specialization |
The degree to which activities in the organization are divided into separate jobs (Division of Labor) |
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Departmentalization |
The basis by which jobs are grouped together |
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Unity of Command |
Unbroken line of authorit |
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Span of Control |
The number of employees a manager can efficiently and effectively direct |
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Formalization |
Degree to which jobs within the organization are standardized |
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Virtual Organization |
Small, core organization that outsources its major business functions |
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Boundaryless Organization |
Seeks to eliminate chain of command, have limitless spans of control, and replace departments with empowered teams |
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Organizational Culture |
Refers to a system of shared meaning held by members that distinguishes the organization from other organizations |
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Organizational Climate |
Refers to the shared perceptions organizational members have about their organization and work environment |
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Institutionalization |
When a company is valued for itself and not for the goods or services it produces |
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Socialization |
New employees adapting to the prevailing culture |
