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63 Cards in this Set
- Front
- Back
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study of human attitudes, behavior, and performance
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organizational behavior
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tendency of people to help one another and put in extra effort
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organizational citizenship behavior
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an evaluation that predisposes a person to act in a certain way
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attitude
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thoughts
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cognitive
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feelings
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affective
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psychological discomfort that occurs when individuals recognize inconsistencies in own attitudes and behavios
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cognitive dissonance
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people want to behave in accordance with their own attitudes
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theory of cognitive dissonance
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cognitive process people use to make sense of environment
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perception
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process by which individuals screen and select various objects and stimuli
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perceptual selectivity
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beginning
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primacy
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end
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regency
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judgements about what cause a person's behavior
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attribution
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characteristics of behavior
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internal attribution
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situation caused person's behavior
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external attribution
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whether the behavior is unusual for that person
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distinctiveness
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whether the person being observes has a history of behaving in the same manner
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consistency
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whether other people tend to respons to similar sitations in the same way
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consensus
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tendency to underestimate the influence of external factors
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fundamental attribution error
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tendency to overestimate the contribution of internal factors
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self-serving bias
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degree to which a person is outgoing, sociable, assertive, and comfortable wiht interpersonal relationship
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extraversion
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degree to which a person is able to get along with others by being good-natured, likable, cooperative
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agreeableness
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extent to which the leader is mindful of subordinates, respects their ideas, and establishes TRUST - PEOPLE ORIENTATED
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consideration
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extent to which a leader is task oriented and directs subordinate work activities toward attainment - TASK ORIENTATED
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initiating structure
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links the leader's behavioral style with the task readiness of subordinates
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situation theory
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the ability to influence behavior of others
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power
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leaders who establish high performance goals and display supportive behavior toward their subordinates
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employee-centered leaders
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power that stems from a formal management position and the authority granted to it
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legitimate power
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situational theory, contingency theory, path-goal theory all make up
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contingency approach
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the ohio state studies, michigan studies, and leadership grip are all considered
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behavioral approach
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match the leader's style with the situation most favorable for that particular leader's effectiveness with the underlying assumption that leaders should be switched if situations change
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fiedler's contingency theory
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the leader's responsibility is to increase follower' motivation and clarify the path to attain personal and organizational goals
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path-goal theory
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situational variable that makes a leadership style unnecessary or redundant
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substitute
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the two demensional leadership theory that builds on the ohio state and michigan studies and measures leadership style in terms of leader's concern for people and production is
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the leadership grid
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power that results from a leader's personal characteristics that command follwers' identification, respect, and admiration so they want to emulate the leader
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reverent power
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leader who clarifies subordinates' role and task requirements, initiates structure, provides rewards, and displays consideration
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transactual leader
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leader who has the ability to inspire and motivate people to do more than they would normally do and personal sacrifices
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charismatic leader
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leader distinguished by a special ability to bring innovation and change
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transformational leadership
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working to fulfill subordinates' goals and needs and to acheive the organization's larger mission
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servant leadership
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distinguishing right from wrong and chooseing to do right in the practice of leadership
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moral leadership
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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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involves the forces either within or external to a person that arouse enthusiasm and persistend to pursue a certain course of action
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motivation
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if a manager's perspective on motivation follows the ______that manager believes only economic rewards are called for to motivate subordinates
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traditional approach
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pursues task efficiency by reducing the number of tasks one person must so but has failed as a motivation technique because it leades to boredom
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job simplification
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heirarchy of needs theory, ERG theory, two-factor theory, and acquired needs theory
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the content theories
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systematically moves employees from on job to another therefore increasing the number of different tasks an employee performs
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job rotation
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least effective schedule of reinforcement
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continuous
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most effective schedule of reinforcement
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variable-ratio
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modification of heirarchy of needs theory that identifies 3 needs (existence, relatedness, and growth) - frustration regression principle
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ERG throey
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motivation theory based on relationship between a given behavior and its consequences that involves 4 reinforcement tools
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reinforcement theory
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focuses on indivisuals' perceptions of how fairly they were treated
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equity theory
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identifies 5 types of motivating needs
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heirarchy of needs theory
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in order - the 5 types of motivating needs
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physiological, safety, belongingness, esteem, self-actualization - PSBESA
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proposes that certain types of needs (affiliation, acheivement, and power needs) are acquired during a persons lifetime
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acquired needs theory
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managersmotivation by setting specific goals
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goal-setting theory
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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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states that work characteristics associated with dissatisfaction are different from those relating to satisfaction
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two-factor theory
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power sharing, the delegation of power or authority to subordinates in an organization
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empowerment
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team created by the organization as part of the formal organization structure
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formal team
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composed of manager and his/her subordinated in teh formal chain of command
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vertical team
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composed of employees from same heirarchal level
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horizontal team
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made up of geographically or organizationally dispersed members who are linked primarily through information technologies
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virtual teams
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cross-border work teams made up of members of different nationalities
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global teams
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extent to which memebrs are attracted to the team and motivated to remain in it
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team cohesiveness
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