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254 Cards in this Set
- Front
- Back
Chp. 1-INTRO TO OB & MGMT |
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Organizations |
Social inventions for accomplishing common goals through group effort. |
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Organizational behaviour |
The attitudes and behaviours of individuals and groups in organizations. |
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Goals of OB |
prediction, explanation, and management |
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Human resources management |
Programs, practices, and systems to acquire, develop, and retain employees in organizations. |
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Management |
The art of getting things accomplished in organizations through others. |
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Evidence–based management |
Translating principles based on the best scientific evidence into organizational practices. |
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Classical viewpoint |
An early prescription on management that advocated high specialization of labour, intensive coordination, and centralized decision making. |
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Scientific management |
Frederick Taylor's system for using research to determine the optimum degree of specialization and standardization of work tasks. |
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Bureaucracy |
Max Weber's ideal type of organization that included a strict chain of command, detailed rules, high specialization, centralized power, and selection and promotion based on technical competence. |
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Hawthorne studies |
Research conducted at the Hawthorne plant of Western Electric near Chicago in the 1920s and 1930s that illustrated how psychological and social processes affect productivity and work adjustment. |
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Human relations movement |
A critique of classical management and bureaucracy that advocated management styles that were more participative and oriented toward employee needs. |
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Contingency approach |
An approach to management that recognizes that there is no one best way to manage, and that an appropriate management style depends on the demands of the situation. |
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Managerial Roles |
Informational, Interpersonal, and Decisional Roles |
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Managerial Activities |
Routine Communication, Traditional Mgmt, Networking, Human Resource Mgmt |
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Routine communication |
This includes the formal sending and receiving of information (as in meetings) and the handling of paperwork. |
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Traditional management |
Planning, decision making, and controlling are the primary types of traditional management. |
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Networking |
Networking consists of interacting with people outside of the organization and informal socializing and politicking with insiders. |
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Human resource management |
This includes motivating and reinforcing, disciplining and punishing, managing conflict, staffing, and training and developing employees. |
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Agendas |
–Managers set agendas of what they wanted to accomplish for the organization. –Establish a wide of network of formal and informal contacts in and outside. –Use networks to implement agendas. |
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Workplace spirituality |
A workplace that provides employees with meaning, purpose, a sense of community, and a connection to others. |
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Psychological Capital |
An individual’s positive psychological state of development that is characterized by self–efficacy, optimism, hope and resilience. |
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Talent Management |
An organizations processes for attracting, developing, retaining and utilizing people with the required skills to meet current and future business needs. |
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Work Engagement |
A positive work–related state of mind that is characterized by mental strength (vigour), dedication, and absorption. |
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Corporate Social Responsibility |
An organization taking responsibility for the impact of its decisions and actions on its stakeholders. |
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Chp. 7-GROUPS & TEAMWORK |
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Group |
Two or more people interacting interdependently to achieve a common goal. |
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Formal work groups |
Groups that are established by organizations to facilitate the achievement of organizational goals. |
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Informal groups |
Groups that emerge naturally in response to the common interests of organizational members. |
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Stages of Development |
Forming, Storming, Norming, Performing, Adjourning |
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Forming |
At this early stage, group members try to orient themselves by "testing the waters." |
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Storming |
At this second stage, conflict often emerges. |
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Norming |
At this stage, members resolve the issues that provoked the storming, and they develop social consensus. |
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Performing |
With its social structure sorted out, the group devotes its energies toward task accomplishment. |
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Adjourning |
Some groups, such as task forces and design project teams, have a definite lifespan and disperse after achieving their goals. |
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Punctuated equilibrium model |
A model of group development that describes how groups with deadlines are affected by their first meetings and crucial midpoint transitions. Punctuated equilibrium applies to groups with a deadline. Some groups may experiences storming and norming after the midpoint. |
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Additive tasks |
Tasks in which group performance is dependent on the sum of the performance of individual group members. |
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Disjunctive tasks |
Tasks in which group performance is dependent on the performance of the best group member. |
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Process losses |
Group performance difficulties stemming from the problems of motivating and coordinating larger groups. |
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Conjunctive tasks |
Tasks in which group performance is limited by the performance of the poorest group member. |
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Norms |
Collective expectations that members of social units have regarding the behaviour of each other. Norms are collectively held expectations, depending on two or more people for their existence. |
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Dress norms |
Social norms frequently dictate the kind of clothing people wear to work. |
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Reward allocation norms |
Dictate the distribution of rewards, etc: Equity, Equality, Reciprocity, Social Responsibility |
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Equity |
based on seniority, input, effort, etc. |
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Equality |
everyone equally |
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Reciprocity |
reward people the way they reward you |
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Social Responsibility |
reward those who need it |
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Performance norms |
Members provide others with cues about appropriate performance levels. |
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Roles |
Positions in a group that have a set of expected behaviours attached to them. |
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Role ambiguity |
Lack of clarity of job goals or methods. |
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Role conflict |
A condition of being faced with incompatible role expectations. |
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lntrasender role conflict |
A single role sender provides incompatible role expectations to a role occupant. |
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lntersender role conflict |
Two or more role senders provide a role occupant with incompatible expectations. |
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lnterrole conflict |
Several roles held by a role occupant involve incompatible expectations. |
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Person–role conflict |
Role demands call for behaviour that is incompatible with the personality or skills of a role occupant. |
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Status |
The rank, social position, or prestige accorded to group members. Status and the symbols connected to it serve as powerful magnets to induce members to aspire to higher organizational positions. |
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Group cohesiveness |
The degree to which a group is attractive to its members. Ie. Jumping on the bandwagon for a sports team that seems to be doing well. |
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Bigger groups… |
should have a more difficult time becoming and staying cohesive. |
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Groups that are tough to get into attract more. |
Like Harvard |
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Cohesive groups have better participation, conformity and success |
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Social loafing |
The tendency to withhold physical or intellectual effort when performing a group task. |
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Fight Social loafing by |
–Make individual performance more visible. –Make sure that the work is interesting. –Increase feelings of indispensability. –Increase performance feedback. –Reward group performance. |
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Collective efficacy |
Shared beliefs that a team can successfully perform a given task. |
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Self–managed work teams |
Work groups that have the opportunity to do challenging work under reduced supervision. Assembled based on stability, size, expertise, and diversity. Help by training, rewards, and management. |
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Cross–functional teams |
Work groups that bring people with different functional specialties together to better invent, design, or deliver a product or service. |
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Superordinate goals |
Attractive outcomes that can only be achieved by collaboration. |
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Shared mental models |
Team members share identical information about how they should interact and what their task is. |
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Virtual teams |
Work groups that use technology to communicate and collaborate across time, space, and organizational boundaries. |
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Chp. 8- SOCIAL INFLUENCE & ORG CULTURE |
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Information dependence |
Reliance on others for information about how to think, feel, and act. |
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Social information processing theory |
Information from others is used to interpret events and develop expectations about appropriate and acceptable attitudes and behaviours. |
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Effect dependence |
Reliance on others due to their capacity to provide rewards and punishment. |
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Compliance |
Conformity to a social norm prompted by the desire to acquire rewards or avoid punishment. |
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Identification |
Conformity to a social norm prompted by perceptions that those who promote the norm are attractive or similar to oneself. |
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Internalization |
Conformity to a social norm prompted by true acceptance of the beliefs, values, and attitudes that underlie the norm. |
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Socialization |
The process by which people learn the attitudes, knowledge, and behaviours that are necessary to function in a group or organization. |
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Person–job fit |
The match between an employee's knowledge, sl@s, and abilities and the requirements of a job. |
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Person–organization fit |
The match between an employee's personal values and the values of an organization. |
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Organizational identification |
The extent to which individuals define themselves in terms of the organization and what it is perceived to represent. |
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Anticipatory Socialization |
Going to college to try and learn how to act in the workplace. |
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Encounter |
Learning the ropes of the organization. |
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Role Management |
Moving up the ranks, becoming more in tune with the workplace. |
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Psychological contract |
Beliefs held by employees regarding the reciprocal obligations and promises between them and their organization. |
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Psychological contract breach |
Employee perceptions that his or her organization has failed to fulfill one or more of its promises or obligations in the psychological contract. |
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Realistic job previews |
The provision of a balanced, realistic picture of the positive and negative aspects of a job to applicants. |
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Employee orientation programs |
Programs designed to introduce new employees to their job, the people they will be working with, and the organization. |
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Realistic Orientation Program for Entry Stress (ROPES) |
An orientation program that is designed to teach newcomers coping techniques to manage workplace stressors. |
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Socialization tactics |
The manner in which organizations structure the early work experiences of newcomers and individuals who are in transition from one role to another. |
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Institutionalized socialization |
involves a more formalized and structured program of socialization that reduces uncertainty and encourages new hires to accept organizational norms and maintain the status quo. On the other hand, individualized socialization reflects a relative absence of structure that creates ambiguity and encourages new hires to question the status quo and develop their own approach to their role. |
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Mentor |
An experienced or more senior person in the organization who gives a junior person guidance and special attention, such as giving advice and creating opportunities to assist him or her during the early stages of his or her career. |
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Formal mentoring programs |
Organizationally sponsored programs in which seasoned employees are recruited as mentors and matched with proteges. |
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Developmental networks |
Groups of people who take an active interest in and actions toward advancing a protege's career by providing developmental assistance. |
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Proactive socialization |
The process through which newcomers play an active role in their own socialization through the use of a· number of proactive socialization behaviours. |
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Organizational culture |
The shared beliefs, values, and assumptions that exist in an organization. |
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Subcultures |
Smaller cultures that develop within a larger organizational culture that are based on differences in training, occupation, or departmental goals. |
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Strong culture |
An organizational culture with intense and pervasive beliefs, values, and assumptions. |
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Chapter. 10- COMMUNICATION |
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Communication |
The process by which information is exchanged between a sender and a receiver. |
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Effective communication |
Communication whereby the right people receive the right information in a timely manner. |
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Chain of command |
Lines of authority and formal reporting relationships. |
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Downward communication |
Information that flows from the top of the organization toward the bottom. |
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Upward communication |
Information that flows from the bottom of the organization toward the top. |
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Horizontal communication |
Information that flows between departments or functional units, usually as a means of coordinating effort. |
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Filtering |
The tendency for a message to be watered down or stopped during transmission. |
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Voice |
The constructive expression of disagreement or concern about work unit or organizational practices. |
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Silence |
Withholding relevant information. |
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Psychological safety |
A shared belief that it is safe to take social risks. |
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Mum effect |
The tendency to avoid communicating unfavourable news to others. |
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Grapevine |
An organization's informal communication network. |
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Rumour |
An unverified belief that is in general circulation. |
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Jargon |
Specialized language used by job holders or members of particular occupations or organizations. |
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Non–verbal Communication |
The transmission of messages by some medium other than speech or writing. |
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Body language |
Non–verbal communication by means of a sender's bodily motions, facial expressions, or physical location. |
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Cultural context |
The cultural information that surrounds a communication episode. |
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Information richness |
The potential information– carrying capacity of a communication medium. |
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Computer mediated communication (CMC) |
Forms of communication that rely on computer technology to facilitate information exchange. |
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Congruence |
A condition in which a person's words, thoughts, feelings, and actions all contain the same message. |
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Active listening |
A technique for improving the accuracy of information reception by paying close attention to the sender. |
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360–degree feedback |
Performance appraisal that uses the input of supervisors, employees, peers, and clients or customers of the appraised individual. |
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Employee survey |
An anonymous questionnaire that enables employees to state their candid opinions and attitudes about an organization and its practices. |
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Suggestion systems |
Programs designed to enhance upward communication by soliciting ideas for improved work operations from employees. |
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Ch. 11 |
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Decision making |
The process of developing a commitment to some course of action. |
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Problem |
A perceived gap between an existing state and a desired state. |
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Well–structured problem |
A problem for which the existing state is clear, the desired state is clear, and how to get from one state to the other is fairly obvious. Typically use a standardized method (program) |
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Program |
A standardized way of solving a problem. |
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Ill–structured problem |
A problem for which the existing and desired states are unclear and the method of getting to the desired state is unknown. |
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Many of the problems encountered in organizations are well structured |
Typically use of a standardized method (program) provides a useful means of solving these problems. |
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Perfect rationality |
A decision strategy that is completely informed, perfectly logical, and oriented toward economic gain. |
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Rational Decision Making Process |
–Identify Problem |
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Bounded rationality |
A decision strategy that relies on limited information and that reflects time constraints and political considerations. |
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Framing |
Aspects of the presentation of information about a problem that are assumed by decision makers. |
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When framed as a possible loss, decision makers tend to be more risky... |
when framed as a gain, or saving, decision makers often choose the less risky option. |
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Cognitive biases |
Tendencies to acquire and process information in an error–prone way. |
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Confirmation bias |
The tendency to seek out information that conforms to one's own definition of or solution to a problem. |
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Information overload |
The reception of more information than is necessary to make effective decisions. |
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Info Overload can be harmful to decision making but... |
Decision makers seem to think that more info is better. |
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Maximization |
The choice of the decision alternative with the greatest expected value. |
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Anchoring effect |
The inadequate adjustment of subsequent estimates from an initial estimate that serves as an anchor. |
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Satisficing |
Establishing an adequate level of acceptability for a solution to a problem and then screening solutions until one that exceeds this level is found. |
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Decision makers working under bounding rationality often use "satisficing" rather than maximization |
:) |
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Sunk costs |
Permanent losses of resources incurred as the result of a decision. |
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Escalation of commitment |
The tendency to invest additional resources in an apparently failing course of action. |
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Hindsight |
The tendency to review the decision–making process to find what was done right or wrong. |
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Research Reveals |
:) |
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People in a positive mood tend… |
to remember positive information. Those in a negative mood remember negative information. |
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People in a positive mood tend to evaluate objects, people, and events more positively. Those in a negative mood provide more negative evaluations. |
:) |
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People in a good mood tend to overestimate the likelihood that good events will |
:) |
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occur and underestimate the occurrence of bad events. People in a bad mood do the opposite. |
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People in a good mood adopt simplified, shortcut decision–making strategies, more likely violating the rational model. People in a negative mood are prone to approach decisions in a more deliberate, detailed way. |
:) |
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Positive mood promotes more creative, intuitive decision–making. |
:) |
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Diffusion of responsibility |
The ability of group members to share the burden of the negative consequences of a poor decision. |
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Groupthink |
The capacity for group pressure to damage the mental efficiency, reality testing, and moral judgment of decision–making groups. |
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Risky shift |
The tendency for groups to make riskier decisions than the average risk initially advocated by their individual members. |
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Conservative shift |
The tendency for groups to make less risky decisions than the average risk initially advocated by their individual members. |
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Devil's advocate |
A person appointed to identify and challenge the weaknesses of a proposed plan or strategy. |
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Brainstorming |
An attempt to increase the number of creative solution alternatives to problems by focusing on idea generation rather than evaluation. |
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Electronic brainstorming |
The use of computer–mediated technology to improve traditional brainstorming practices. |
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Nominal group technique |
A structured group decision–making technique in which ideas are generated without group interaction and then systematically evaluated by the group. |
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Delphi technique |
A method of pooling a large number of expert judgments by using a series of increasingly refined questionnaires. |
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Ch. 12 – POWER |
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Power |
The capacity to influence others who are in a state of dependence. |
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Legitimate power |
Power derived from a person's position or job in an organization. |
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Reward power |
Power derived from the ability to provide positive outcomes and prevent negative outcomes. |
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Coercive power. |
Power derived from the use of punishment and threat. |
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Referent power |
Power derived from being well liked by others. |
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Expert power |
Power derived from having special information or expertise that is valued by an organization. |
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Highest employee commitment comes from what type(s) of power? |
Expert and Referent Power |
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Resistance or lowest employee commitment comes from what type(s) of power? |
Coercive Power |
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People obtain power in organizations by doing the right things and cultivating the right people. |
:) |
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Empowerment |
Giving people the authority, opportunity, and motivation to take initiative and solve organizational problems. |
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Influence tactics |
Tactics that are used to convert power into actual influence over others. |
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Subunit power |
The degree of power held by various organizational subunits, such as departments. |
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Strategic contingencies |
Critical factors affecting organizational effectiveness that are controlled by a key subunit. |
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Organizational politics |
The pursuit of self–interest in an organization, whether or not this self– interest corresponds to organizational goals. |
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Political skill |
The ability to understand others at work and to use that knowledge to influence others to act in ways that enhance one's personal or organizational objectives. |
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Networking |
Establishing good relations with key organizational members and outsiders to accomplish one's goals. |
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Machiavellianism |
A set of cynical beliefs about human nature, morality, and the permissibility of using various tactics to achieve one's ends. (Taking advantage of others, inconsiderate, self–interested) |
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Ethics |
Systematic thinking about the moral consequences of decisions. |
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Stakeholders |
People inside or outside of an organization who have the potential to be affected by organizational decisions. |
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Whistle–blowing |
Disclosure of illegitimate practices by a current or former organizational member to some person or organization that may be able to take action to correct these practices. |
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Ch. 14 – ORGANIZATIONAL STRUCTURE |
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Organizational structure |
The manner in which an organization divides its labour into specific tasks and achieves coordination among these tasks. |
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Differentiation |
The tendency for managers in separate units, functions, or departments to differ in terms of goals, time spans, and interpersonal styles. |
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Functional departmentation |
Employees with closely related skills and responsibilities are assigned to the same department. |
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Matrix departmentation |
Employees remain members of a functional department while also reporting to a product or project manager. |
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Geographic departmentation |
Relatively self–contained units deliver an organization's products or services in a specific geographic territory. |
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Customer departmentation |
Relatively self–contained units deliver an organization's products or services to specific customer groups. |
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Hybrid departmentation |
A structure based on some mixture of functional, product, geographic, or customer departmentation. |
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Coordination |
A process of facilitating timing, communication, and feedback among work tasks. |
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Integration |
The process of attaining coordination across differentiated departments. |
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Liaison role |
A person who is assigned to help achieve coordination between his or her department and another department. |
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Task forces |
Temporary groups set up to solve coordination problems across several departments. |
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Integrators |
Organizational members permanently assigned to facilitate coordination between departments. |
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Span of control |
The number of subordinates supervised by a manager. |
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Flat organization |
An organization with relatively few levels in its hierarchy of authority. |
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Tall organization |
An organization with relatively many levels in its hierarchy of authority. |
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Formalization |
The extent to which work roles are highly defined by an organization. |
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Centralization |
The extent to which decision– making power is localized in a particular part of an organization. |
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Complexity |
The extent to which an organization divides labour vertically, horizontally, and geographically. |
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Mechanistic structures |
Organizational structures characterized by tallness, specialization, centralization, and formalization. |
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Organic structures |
Organizational structures characterized by flatness, low specialization, low formalization, and decentralization. |
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Ambidextrous organization |
An organization that can simultaneously exploit current competencies and explore emerging opportunities. |
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Network organization |
Liaisons between specialist organizations that rely strongly on market mechanisms for coordination. (Video Game Creation) |
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Virtual organization |
A network of continually evolving independent organizations that share skills, costs, and access to one another's markets. (Book Publishers) |
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Modular organization |
A network organization that performs a few core functions and outsources other activities to specialists and suppliers. |
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Boundaryless organization |
An organization that removes vertical, horizontal, and external barriers so that employees, managers, customers, and suppliers can work together, share ideas, and identify the best ideas for the organization. |
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As size increases |
complexity increases, centralization decreases, formalization increases |
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Downsizing |
The intentional reduction in workforce size with the goal of improving organizational efficiency or effectiveness. |
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Ch. 16 – CHANGE |
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All organizations face two basic sources of pressure to change |
external sources and internal sources. |
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Organizations can change |
Goals and strategies, Technology, Job design, Structure, Processes, Culture, and People |
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Unfreezing |
The recognition that some current state of affairs is unsatisfactory. |
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Change |
The implementation of a program or plan to move the organization or its members to a more satisfactory state. |
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Refreezing |
The condition that exists when newly developed behaviours, attitudes, or structures become an enduring part of the organization. |
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Organizational learning |
The process through which an organization acquires, develops, and transfers knowledge throughout the organization. |
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Learning organization |
An organization that has systems and processes for creating, acquiring, and transferring knowledge to modify and change its behaviour to reflect new knowledge and insights. |
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Diagnosis |
The systematic collection of information relevant to impending organizational change. |
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Change agents |
Experts in the application of behavioural science knowledge to organizational diagnosis and change. |
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Resistance |
Overt (not secret) or covert (secretive) failure by organizational members to support a change effort. |
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Resistance can be caused by |
Politics and Self–interest, Low individual tolerance for change, Lack of trust, Different assessments of the situation, Strong emotions, |
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Organizational development (OD) |
A planned, ongoing effort to change organizations to be more effective and more human. |
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Team building |
An effort to increase the effective– ness of teams by improving interpersonal processes, goal clarification, and role clarification. |
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Survey feedback |
The collection of data from organizational members and the provision of feedback about the results. |
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Total quality management (TQM) |
A systematic attempt to achieve continuous improvement in the quality of an organization's products or services. |
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Reengineering |
The radical redesign of organizational processes to achieve major improvements in such factors as time, cost, quality, or service. |
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Organizational processes |
Activities or work that have to be accomplished to create outputs that internal or external customers value. |
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Innovation |
The process of developing and implementing new ideas in an organization. |
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Creativity |
The production of novel but potentially useful ideas. |
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Idea champions |
People who recognize an innovative idea and guide it through to implementation. |
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Creative deviance |
Defying orders by management to stop working on a creative idea. |
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Gatekeepers |
People who span organizational boundaries to import new information, translate it for local use, and disseminate it. |
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Diffusion |
The process by which innovations move through an organization. |
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GUEST LECTURE |
:) |
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Employee Engagement |
a phenomenon in which employees fully express themselves physically, cognitively and emotionally in their roles at work. |
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Advantages of increasing employee engagement |
Increase productivity, less absenteeism, become personally invested |
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Communication Skills Model |
-Job Responsibilities -Performance feedback -Individual needs -Department objectives/results -Visions, Mission, and strategy -Engagement |
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LABS/CASES/STAR MODEL |
:) |
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5 Parts of the Star Model |
Strategy, Structure, Processes, Rewards, People (policies) |
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Strategy |
Determines Direction |
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Structure |
Determines the location of decision-making; Power |
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Processes |
The flow of info, means to responding to informational technologies |
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Rewards |
influence motivation to perform and address organizational goals |
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People (policies) |
influence and frequently define the employees’ mindsets and skillsets |
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Structure policies fall under four areas |
-Specialization -Shape -Distribution of Power -Departmentalization |
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Specialization |
the type and numbers of job specialties |
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Shape |
Span of control and organizational flatness |
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Distribution of Power |
Vertical dimensions |
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Departmentalization |
How organizations organize their departments (product, functions, workflows, etc.) |
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People |
HR policies and job selection |
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Culture |
Centre of of Star Model |
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Star Model considers both |
The Givens and the Design elements |
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The Given |
Environment, Strategy, Culture |
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Design Elements |
Info & Decision Making, Rewards, People/HR, Structure |