Management

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interdisciplinary field dedicated to the study of how individuals and groups tend to act in organizations

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Organizational Behavior

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work behavior that goes beyond the job requirements and contributes as needed to the organization's success

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Organizational Citizenship

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a cognitive and affective evaluation that predisposes a person to act in a certain way.

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attitude

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a positive attitude towards one's job

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job satisfaction

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Cognitive- thoughts, Affective- feelings, Behavioral- intention to act

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Components of Attitude

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Loyalty to and heavy involvement in one's organization

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organizational committment

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The cognitive process people use to make sense out of the environment by selectinv, organizing, and interpreting information

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perception

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the process by which individuals screen and select the various stimuli that vie for their attention

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perceptual selectivity

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errors in perceptual judgement that arise from inaccuracies in any part of the perceptual process

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perceptual distortions

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the tendenct to assign an individual to a group or broad category and then attribute generalizations about the group to the individuals

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stereotyping

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an overall impression of a person or situation based on one characteristic, either favorable or unfavorable

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halo effect

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the tendency to see ones own personal traits in other people

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projection

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the tendency of perceivers to protect themselves by disregarding ideas, objects, or people that are threatening to them.

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perceptual defense

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judgements about what caused a person's behavior- either characteristics of the person or of the situation

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attributions

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the set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment

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personality

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dimensions that describe an individual's extroversion, agreeablenss, conscientiousness, emotional stability, and openess to experience

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big 5 personality factors

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extroversion, agreeableness, conscientiousness, emotional stability, openness to experience

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big 5

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the degree to which aperson is sociable, talkative, assertive, and comfortable with interpsonal relationships

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extroversion

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the degree to which a person is able to get along with others by being good-natured, cooperative, forgiving, understanding, and trusting

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agreeableness

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the degree to which a perosn is focuesed on a few goals, thus behaving in ways that are responsible, dependable, persistnet, and acheivement oriented

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conscientiousness

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the degree to which a perosn is calm, enthusiastic, and secure, rather than tense, nervous, depressed, moody, or insecure

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emotional stability

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the degree to which a person has a broad range of interests and is imaginative, creative, artistically sensitive, and willing to consider new ideas

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openness to experience

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the tendency to place the primary responsibility for one's success or failure either within oneself (internally) or on outside forces (externally)

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locus of control

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a physiological and emotional reponse to stimuli that place physical or psychological demonds on an individual

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stress

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behavior characterized by extreme competitiveess, impatience, aggressiveness, and devotion to work

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Type A behavior

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behavior patterns that lacks type a characteristics, less conflict, more balanced and relaxed lifestyle.

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Type B

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task demands, physical demands, role demands, interpersonal demands

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causes of work stress

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the ability to influence people toward the attainment of org goals

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leadership

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distinguishing personal characteristics, such as interlligence, values, and appearance

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traits

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a situational variable that makes a leadership style unnecessary or redundant

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substitute

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a situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors

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neutralizer

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a leader who calrifies subordinates role and task requirements, initiates structure, provides rewards, and displays consideration for subordinates

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transactional leader

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a leader who has the ability to motivate subordinates to transcend their expected performance

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charismatic leader

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an attractive, ideal future that is credible yet not readily attainable

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vision

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a leader distinguished by a special ability to bring about innovation and change

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transformational leader

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the potential to influence others behavior

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power

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the effect a person's actions have on the attitudes, values, beliefs, or behavior of others

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infleunce

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power that stems from a formal management position in an organization and the authority granted to it

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legitimate power

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power that results from the authority to bestow rewards on other people

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reward power

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power that stems from the authority to punish or recommend punishment

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coercive power

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power taht stems from special knowledge of or skill the tasks performed by subordinates

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expert power

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power that results from characteristics that command subordinates' identification with, resepct and admiration for, and desire to emulate the leader

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referent power

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the arousal, direction, and persistence of behavior

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motivation

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the satisfaction received in the process of performing an action

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intrinsic reward

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a reward given by another person

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extrinsic reward

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physiological, safety, belongingness, esteem, and self-actualization

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hierarchy of needs

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a process theory that focuses on individuals' perceptions of how fairly they are treated relative to others

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equity theory

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changing inputs, changes outcomes, distort perceptions, and leave the job

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how to reduce inequities

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a process theory that proposes that motivation depends on individuals' expectations about their ability to perform tasks and receive desired rewards.

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expectancy theory

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the application of motivational theories to the structure of work for improving productivity and satisfaction

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job design

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a job design whose purpose is to improve task efficiency by reducing the number of tasks a single person must do.

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job simplification

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a job design that systematically moves employees from one job to another to provide them with variety and stimulation

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job rotation

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a job design that combines a series of tasks into one new broader job to give employees variety and challenge

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job enlargement

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a job design that incorporates achievement, recognition, and other high-level motivators into the work

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job enrichment

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the process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behavior

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communication

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the amount of information that can be transimtted during a communication episode

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communication richness

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the skill of receiving messages to accurately grasp facts and feelings to interpret the genuine meaning.

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listening

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problems with emotions and perceptions held by employees

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interpersonal barriers

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the meaning of words and the way they are used

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semantics

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the systematic process through which managers regulate organizational activities to make them consistent with expectations established in plans, targets, and standards of performance

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organizational control

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control that focuses on human, material, and financial resources flowing into the organization also known as preliminary or preventive

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feedforward contorl

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control that consists of monitoring ongoing activities to ensure that they are consistent with standards

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concurrent control

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control that focuses on the org's outputs, aka postaction or output control

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feedback control

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an organizational unit under the supervision of a single person who is responsible for its activity

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responsibility center

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a budget that outlines the anticipated and actual expenses for a responsibility center

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expense budget

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a budget that id's the forecasted and actual revenues of the organization

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revenue budget

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a budget that estimates and reports cash flows on a dailty or weekly basis to ensure that the company has sufficient cash to meet its obligations

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cash budget

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a budget that plans and reports investments in major assets to be depreciated over several years

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capital budget

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a budgeting process in which middle adnd lower level managers set department budget targets in accordance with overall company revenues and expenditures specified by top management

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top-down budgeting

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a budgeting process in which lower-level managers budget their departments' resourc needs and pass them up to top management for approval

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bottom-up budgeting

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a financial statement that shows the firm's financioal position with respect to assets and liabilities at a specific point in time

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balance sheet

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a financial statement that summarizes the firm's financial performance for a given time interval; sometimes called a profit and loss statemtn

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income statement