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32 Cards in this Set
- Front
- Back
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Ethical Behavior
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Acting in ways consistent with one's personal values and the commonly held values of the organization and society
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Instrumental Values
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Values that represent the acceptable behaviors to be used in achieving some end state
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Terminal Values
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Values that represent the goals to be achieved or the end states of existence
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Motivation
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The process of arousing and sustaining goal-directed behavior
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Theory X
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A set of assumptions of how to manage individuals who are motivated by lower value needs
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Theory Y
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A set of assumptions of how to manage individuals who are motivated by higher value needs
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Inequity
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The situation in which a person perceives he or she is giving less than he/ she is receiving , or is receiving less than he/ she is giving
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Expectancy
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The belief that effort leads to performance
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Instrumentality
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The belief that performance is related to rewards
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Moral Maturity
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The measure of a person's cognitive moral development
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Learning
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A change in behavior acquired through experience
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Positive consequences
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Results of a behavior that a person finds attractive or pleasurable
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Negative consequences
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Results of a behavior that a person finds unattractive or aversive
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Reinforcement
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The attempt to develop or strengthen desirable behavior by either bestowing positive consequences or withholding negative consequences
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Punishment
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The attempt to eliminate or weaken undesirable behavior by either bestowing negative consequences or withholding positive consequences
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Extinction
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The attempt to weaken a behavior by attaching o consequence to it
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Goal Setting
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The process of establishing desired results that guide and direct behavior
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Management by Objectives
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A goal-setting program based on interaction and negotiation between employees and managers
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Performance Management
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A process of defining, measuring, appraising , providing feedback on, and improving performance
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Performance Appraisal
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The evaluation of a person's performance
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Mentoring
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A work relationship that encounters development and career for people moving through the career cycle
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Organizational Structure
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The linking of departments and jobs within an organization
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Integration
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The process of coordinating the different parts of an organization
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Hierarchy of Behavior
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The degree of vertical differentiation across levels of management
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Organic Structure
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An organizational design that emphasizes teamwork, open communication, and decentralized decision making
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Organizational Culture
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A pattern of basic assumptions that are considered valid and that are taught to new members as the way to perceive, think, and feel in the organization
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Espoused Values
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What members of an organization say they value
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Enacted Values
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Values reflected in the ways individuals actually behave
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Assumptions
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Deeply held beliefs that guide behavior and tell members of an organization how to perceive and think about things
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Strong Culture
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An organizational culture with a consensus on the values that drive the company and with an intensity that is recognizable even to outsiders
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Adaptive Culture
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An organizational culture that encourages confidence and risk taking among employees, has leadership that produces change, and focuses on the changing need of customers
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Organizational Socialization
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The process by which newcomers are transformed from outsiders to participating effective members of the organization
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