Mgmt Exam 3

Front 1

Employee Productivity

Back 1

A performance measure of both efficiency and effectiveness

Front 2

Organizational Citizenship Behavior

Back 2

Discretionary behavior that is not part of an employee's formal job requirements but that promotes the effective functioning of the organization

Front 3

attitudes

Back 3

evaluative statements, either favorable or unfavorable, concerning objects, people or events

Front 4

3 Attitude Components

Back 4

Cognitive, Affective and Behavioral

Front 5

Cognitive Component

Back 5

The part of an attitude that's made up of the beliefs, opinions, knowledge, or information held by a person

Front 6

Affective Component

Back 6

The part of an attitude that's the emotional feeling part

Front 7

Behavioral Component

Back 7

The part of an attitude that refers to an intention to behave in a certain way toward someone or something.

Front 8

Cognitive Dissonance

Back 8

Any incompatibility or inconsistency b/w attitudes or b/w behavior and attitudes

Front 9

personality

Back 9

unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others

Front 10

Big Five Model

Back 10

personality trait model that examines extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience

Front 11

Machiavellianism (Mach)

Back 11

A measure of the degree to which people are pragmatic, maintain emotional distance, and believe that ends justify ends

Front 12

self monitoring

Back 12

a personality trait that measures the ability to adjust behavior to external situational factors

Front 13

Type A Personality

Back 13

Someone who is continually and aggressively struggling to achieve more and more in less and less time

Front 14

proactive personality

Back 14

people who identify opportunities, show initiative, take action, and preserve until meaningful change occurs

Front 15

Emotional Intelligence (EI)

Back 15

The ability to notice and to manage emotional cues and information

Front 16

Attribution Theory

Back 16

A theory used to explain how we judge people differently, depending on what meaning we attribute to a given behavior

Front 17

Fundamental Attribution Error

Back 17

The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others

Front 18

Self-Serving Bias

Back 18

The tendency for individuals to attribute their successes to internal factors while putting the blame for failures on external factors

Front 19

Halo Effect

Back 19

general impression of an individual that is influenced by a single characteristic

Front 20

operant conditioning

Back 20

A theory of learning that says behavior is a function of its consequences

Front 21

learning

Back 21

a relatively permanent change in behavior that occurs as a result of experience

Front 22

social learning theory

Back 22

a theory of learning that says people can learn through observation and direct experience

Front 23

shaping behavior

Back 23

process of guiding learning in graduated steps, using reinforcement or lack of reinforcement.

Front 24

motivation

Back 24

process by which a person's efforts are energized directed and sustained toward attaining a goal
Abelson: behavior that is started, energized, goal directed maintained and stopped

Front 25

heirarchy of needs theory

Back 25

Maslow's theory that there is a heirarchy of five human needs: physiological, safety, social, esteem, and self-actualization

Front 26

Theory Y

Back 26

assumption that employees are createive, enjoy work, seek responsibility and can exercise self-direction (positive)

Front 27

Theory X

Back 27

assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform

Front 28

Two Factor Theory
(Motivation-Hygiene Theory)

Back 28

Herzberg's motivation theory, which proposes that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction

Front 29

hygiene factors

Back 29

factors that eliminate job dissatisfaction but don't motivate

Front 30

motivators

Back 30

factors that increase job satisfaction and motivation

Front 31

three-needs theory

Back 31

McClellands motivation theory, which says that three acquired (not innate) needs--achievement, power, and affiliation--are major motives in work

Front 32

goal setting theory

Back 32

the proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than doe easy goals.

Front 33

self-efficacy

Back 33

individuals belief that he or she is capable of performing a task

Front 34

reinforcement theory

Back 34

behavior is a function of its consequences

Front 35

reinforcers

Back 35

consequences immediately following a behavior that increase the probability that the behavior will be repeated (ignores factors such as goals, expectation, and needs)

Front 36

job enlargement

Back 36

horizontal expansion by increasing job scope

Front 37

job enrichment

Back 37

vertical expansion of a job by adding planning and evaluating responsibilities

Front 38

job characteristics model (JCM)

Back 38

frameowrk for anlyzing and designing jobs that identifies firve primary core job dimensions, their interrelationships, and their impact outcomes.
1. skill variety
2. task identity
3. task significance
4. autonomy
5. feedback

Front 39

equity theory

Back 39

theory that an employee compares his or her job's input:outcomes ratio with that of relevant others and then corrects any inequity

Front 40

referents

Back 40

persons, systems, or selves against which individuals compare themselves to asses equity

Front 41

expectancy theory

Back 41

theory that an individual tens to act in a certain way, based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual

Front 42

autocratic style

Back 42

a leader who dictates work methods, makes unilateral decisions, and limits employee participation

Front 43

democratic style

Back 43

leader who involves employees in decision making, delegates authority and uses feedback as an opportunity for coaching employees

Front 44

laissez-faire style

Back 44

leader who lets the gorup make decisions and complete the work in whatever way it sees fit

Front 45

initiating structure

Back 45

the extent to which a leader defines his or her role and the roles of group members in attaining goals

Front 46

high-high leader

Back 46

leader in both initiating structure and consideration behaviors

Front 47

managerial grid
vertical = concern for people
horizontal = concern for production

Back 47

tow-dimensional grid for appraising leadership styles
TL = country club
TR = Team Mgmt
BL = Laisse Faire/Impoverished mgmt
BR = Autocratic/Task mgmt

Front 48

Fiedler Contingency Model

Back 48

theory whihc proposed that effective group performance depended on the proper match b/w a leaders style and the degree to which the situation allowed the leader to control and influence

Front 49

least-preferred coworker questionnaire

Back 49

questionnaire that measured whether a leader was task or relationship oriented

Front 50

situational leadership theory SLT

Back 50

leaderships contingency theory that focuses on followers readiness

Front 51

path-goal theory

Back 51

leadership theory that says that leasders job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the goals of the group or organization

Front 52

referent power

Back 52

power that arises b/c of a persons desirable resources or personal traits

Front 53

leadership

Back 53

art of leading is to match organizational goals, w/ subordinates goals with leadership goals