Mg 360 Exam 1

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study of human behavior in organizational settings, of the interface between human behavior and the organization, and of the organization itself

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organizational behavior

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one of the first approaches to the study of management, focused on the efficiency of individual workers

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scientific management

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another early approach to management, focused on how organizations can be structured most effectively to meet their goals

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classical organization theory

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conducted between 1927 and 1932, led to some of the first discoveries of the importance of human behavior in organizations

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Hawthorne studies

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the beginning of organizational behavior, was based on the assumption that employee satisfaction is a key determinant of performance

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human relations movement

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described by Douglas McGregor, is an approach to management that takes a negative and pessimistic view of workers

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theory x

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described by McGregor, an approach to management that offers a more positive and optimistic perspective on workers

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theory y

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suggests that in most organizations, situations and outcomes are contingent on, or influenced by, other variables

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situational perspective

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suggests that individuals and situations interact continuously to determine individuals' behavior

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interactional perspective

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the process of determining an organization's desired future position and the best means of getting there

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planning

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the process of designing jobs, grouping jobs into units, and establishing patterns of authority between jobs and units

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organizing

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the process of getting the organization's members to work together toward achieving the organizations goals

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leading

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the process of monitoring and correcting the actions of the organization and its members to keep them directed toward their goals

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controlling

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the figurehead, the leader and the liaison

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interpersonal roles

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the monitor, the disseminator, and the spokesperson

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informational roles

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the entrepreneur, the disturbance handler, the resource allocator, and the negotiator

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decision-making roles

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the skills necessary to accomplish specific tasks within the organization

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technical skills

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used to communicate with, understand, and motivate individuals and groups

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interpersonal skills

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used to think in the abstract

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conceptual skills

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used to understand cause-and-effect relationships and to recognize the optimal solutions to problems

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diagnostic skills

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the process of optimizing the size of an organization's workforce through downsizing, expanding, and/or outsourcing

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rightsizing

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personal beliefs about what is right and wrong or good and bad

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ethics

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an org.'s obligation to protect or contribute to the social environment in which it functions

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social responsibility

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a person's set of expectations regarding what he or she will contribute to the organization and what the organization will provide in return

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psychological contract

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effort, kills, ability, time and loyalty

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an individual's contributions

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tangible and intangible rewards provided by organizations

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inducements

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the extent to which the contributions the individual makes match the inducements the organization offers

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person-job fit

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personal attributes that vary from one person to another

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individual differences

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the relatively stable set of psychological attributes that distinguish one person from another

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personality

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set of fundamental traits that are especially relevant to organizations - agreeableness, conscientiousness, negative emotionality, extraversion, openness

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"big five" personality traits

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the ability to get along with others

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agreeableness

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the number of goals on which a person focuses

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conscientiousness

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characterized by moodiness and insecurity

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negative emotionality

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the quality of being comfortable with relationships; the opposite extreme, introversion, is characterized by more social discomfort

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extraversion

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the capacity to entertain new ideas and to change as a result of learning new information

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openness

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the extent to which people believe their circumstances are a function of either their own actions or external factors beyond their control

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locus of control

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person's beliefs about his or her capabilities to perform a task

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self-efficacy

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the belief that power and status differences are appropriate within hierarchical social systems such as organizations

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authoritarianism

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personality which behaves to gain power and control the behavior of others

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Machiavellianism

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the extent to which a person believes he or she is a worthwhile and deserving individual

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self-esteem

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the degree to which she or he is willing to take chances and make risky decisions

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risk propensity

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the extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills

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emotional intelligence (EQ)

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a person's complexes of beliefs and feelings about specific ideas, situations, or other people

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attitudes

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the anxiety a person experiences when she or he simultaneously possesses two sets of knowledge or perceptions that are contradictory or incongruent

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cognitive dissonance

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the extent to which a person is gratified or fulfilled by his or her work

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job satisfaction or dissatisfaction

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a person's identification with and attachment to the organization

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organizational committment

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upbeat and optimistic, have an over-all sense of well-being, and see things in a positive light

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positive affectivity

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generally downbeat and pessimistic, see things in a negative light, and seem to be perpetually in a bad mood

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negative affectivity

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the set of processes by which an individual becomes aware of and interprets information about the environment

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perception

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the process of screening out information that we are uncomfortable with or that contradicts our beliefs

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selective perception

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the process of categorizing or labeling people on the basis or a single attribute

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stereotyping

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the set of forces that leads people to behave in particular ways

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motivation

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anything an individual requires or wants

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need

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assumes that employees are motivated by money

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scientific management approach

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suggests that favorable employee attitudes result in motivation to work hard

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human relations approach

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assumes employees want and are able to make genuine contributions to the organization

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human resource approach

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assumes human needs are arranged in a hierarchy of importance

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hierarchy of needs theory

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describes existence relatedness and growth needs

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ERG theory

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identifies motivation factors, which affect satisfaction, and hygiene factors, which determine dissatisfaction

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dual-structure theory

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intrinsic to the work itself and include factors such as achievement and recognition

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motivation factors

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extrinsic to the work itself and include factors such as pay and job security

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hygiene factors

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the desire to accomplish a task or goal more effectively than in the past

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need for achievement

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need for human companionship

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need for affiliation

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desire to control the resources in one's environment

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need for power

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focus on how people behave in their efforts to satisfy their needs

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process-based perspectives on motivation

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focuses on people's desire to be treated with what they perceive as equity and to avoid perceived inequity

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equity theory

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the belief that one is being treated fairly in relation to others; inequity is the belief that one is being treated unfairly in relation to others

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equity

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suggests that people are motivated by how much they want something and the likelihood they perceive of getting it

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expectancy theory

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a person's perception of the probability that effort will lead to performance

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effort-to-performance expectancy

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an individual's perception of the probability that performance will lead to certain outcomes

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performance-to-outcome expectancy

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anything that results from performing a particular behavior

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outcome

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the degree of attractiveness or unattractiveness a particular outcome has for a person

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valence

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a relatively permanent change in behavior or behavioral potential resulting from direct or indirect experience

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learning

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a simple form of learning that links a conditioned response with an unconditioned stimulus

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classical conditioning

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based on the idea that behavior is a function of its consequences

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reinforcement theory

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consequences of behavior

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reinforcement

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a reward or other desirable consequence that a person receives after exhibiting behavior

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positive reinforcement

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the opportunity to avoid or escape from an unpleasant circumstance after exhibiting behavior

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avoidance, or negative reinforcement

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decreases the frequency of behavior by eliminating a reward or desirable consequence that follows that behavior

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extinction

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an unpleasant, or aversive, consequence that results from behavior

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punishment

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indicate hen or how often managers should reinforce certain behaviors

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schedules of reinforcement

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behavior is rewarded every time it occurs

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continuous reinforcement

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provides reinforcement on a fixed time schedule

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fixed-interval reinforcement

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varies the amt of time between reinforcements

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variable-interval reinforcement

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provides reinforcement after a fixed number of behaviors

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fixed-ratio reinforcement

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varies the number of behaviors between reinforcement

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variable-ratio reinforcement

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occurs when people observe the behaviors of others, recognize the consequences, and alter their own behaviors as a result

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social learning

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the application of reinforcement theory to people in organizational settings

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organizational behavior modification (OB mod)

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how organizations define and structure jobs

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job design

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as advocated by scientific management, can help improve efficiency, but it can also promote monotony and boredom

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job specialization

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involves systematically moving workers from on job to another to minimize monotony and boredom

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job rotation

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involves giving workers more tasks to perform

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job enlargement

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entails giving workers more tasks to perform and more control over how to perform them

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job enrichment

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identifies five motivational properties of tasks and three critical psychological states of people
meaningfulness, responsibility for work outcomes, knowledge of results

skill variety, task identity, task significance, autonomy and feedback

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job characteristics theory

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entails giving employees a voice in making decisions about their own work

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participation

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the process of enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority

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empowerment

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employees work a full forty-hour week in fewer days than the traditional five days

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compressed workweek

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give employees more personal control over the hours they work each day

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flexible work schedules (flextime)

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2 or more part-time employees share one full-time job

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job sharing

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a work arrangement in which employees spend part of their time working off-site

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telecommuting