Mgmt Test #1

Front 1

Organizational Behavior

Back 1

Provides a set of tools: to understand, analyze, and describe behavior within an organization, and help managers improve or change those behaviors in order to achieve goals.

Front 2

Components of Organizational Behavior

Back 2

Individuals in Organizations, Group Processes, Organizational Processes.

Front 3

Work Motivation

Back 3

Psychological forces within a person that determine the direction of a person's behavior in an organization, effort level, and persistence in the face of obstacles.

Front 4

Intrinsic vs. Extrinsic Motivation

Back 4

Intrinsic is behavior performed for it's own sake. Extrinsic is behavior to acquire rewards or avoid punishments.

Front 5

Motivation vs. Performance

Back 5

Motivation is only one factor amon many that contributes to an employee's job performance. Performance is an evaluation of the results of a person's behavior.

Front 6

Self-efficacy

Back 6

A person's belief about his or her ability to perform a particular behavior successfully.

Front 7

Self-efficacy's Effect on Learning

Back 7

Influences the effort that individuals exert on the job.

Front 8

Components of Expectancy Theory (VIE)

Back 8

Valence- how desireable is the outcome, Instrumentality- what is the connection between job performance and an outcome, Expectancy- what is the connection between effort and job performance.

Front 9

Personality (big 5) Traits

Back 9

Extraversion (positive emotions), Neuroticism (anxiety), Agreeableness (straightforwardness), Conscientiousness (self-discipline), Openness to Experience (actions,ideas)

Front 10

Attraction-Selection-Attrition Model

Back 10

The idea that an organization attracts and selects individuals with similar personalities and loses individuals with other types of personalities.

Front 11

Perception

Back 11

The process by which individuals select, organize, and interpret the input from their senses.

Front 12

Components of Perception

Back 12

Perceiver, Target of Perception (what we are trying to make sense of), Situation or Context

Front 13

Attribution Theory

Back 13

A group of theories that describes how people explain the causes of behavior.

Front 14

Internal and External Attribution

Back 14

Internal attribution assigns the cause of behavior to some characteristic of the target. External assigns the cause of behavior to outside forces.

Front 15

Fundamental Attribution Error

Back 15

The tendency to over-attribute behavior to internal rather than to external causes.

Front 16

Job Satisfaction

Back 16

The collection of feelings and beliefs people have about their current jobs.

Front 17

Determinants of Job Satisfaction

Back 17

Personality, Values, Work Situation, Social Influence

Front 18

Organizational Citizenship Behavior (OCB)

Back 18

Behavior above and beyond the call of duty. Behavior that is not required but is necessary for organizational survival and effectiveness.

Front 19

Adam Smith

Back 19

Wrote "The Wealth of Nations". His main point was division of labor increases productivity by increasing workers skill and dexterity. Influenced assembly line production.

Front 20

Fredrick Taylor

Back 20

"The one best way" Principles of Scientific Management.

Front 21

Principles of Scientific Management (Fredrick Taylor)

Back 21

1) Develop a science for each element. 2) Scientifically select, train and develop workers. 3) Cooperate with workers to ensure they work in accordance with the principles of science. 4) Divide work and responsibility almost equally between mgmt and workers.

Front 22

Henry Fayol

Back 22

Administrative Theory, Role of Managers, Managers not just accounting finance etc.

Front 23

Administrative Theory (Henry Fayol)

Back 23

Describes efforts to define the universal functions that managers perform and principles that constitute good management.

Front 24

Role of Managers (Henry Fayol)

Back 24

They plan, organize, command, coordinate, and control.

Front 25

Managers Practices (Henry Fayol)

Back 25

Practices of management are distinct from functions such as accounting, finance, etc.

Front 26

Max Weber

Back 26

Structural Theory, Ideal Organization: Bureaucracy, Design prototype for almost all large organizations today.

Front 27

Structural Theory (Max Weber)

Back 27

Theory of authority structure and described the organization based on that authority relations.

Front 28

Elton Mayo

Back 28

Behavior and sentiments are closely related, group influences significantly affect worker output, money is less a factor in determining output than were group standards.

Front 29

Karl Popper

Back 29

Evaluates 4 scientific theories, he says all scientific claims and assertions must be open to being proven false.

Front 30

Naturalistic Observation

Back 30

Personal experience, biographic statements journalistic accounts, case studies. Gives raw materials for theory construction.

Front 31

Field or Lab Experiment

Back 31

Determines what causes what. Observe whether change in X will produce a change in Y. Compare two different groups to notice change.

Front 32

Field Survey

Back 32

Face to face interviews, questionnaires. Enables researchers to assess other subjective frames of reference, allows a degree of quantitative analysis.

Front 33

Behavior

Back 33

Function of Personality and Situation.

Front 34

Locus of Control

Back 34

External-outside forces are responsible for fate. Internal- own actions & behaviors determine outcomes.

Front 35

Self-Monitoring

Back 35

Behavior in the presence of others.

Front 36

Self-Esteem

Back 36

Do you consider yourself a capable & worthy person

Front 37

McClelland's Theory of Needs

Back 37

Need for Achievement, Affiliation, & Power.

Front 38

ABC Model of Attitudes

Back 38

Affective Component- the emotional or feeling segment. Behavioral Component- an intention to behave in a certain way towards someone or something. Cognitive Component- the opinion or belief segment of an attitude.

Front 39

Halo Effects

Back 39

Occurs when the perceiver's general impression of a target distorts his or her perception of the target on specific dimensions.

Front 40

Contrast Effects

Back 40

The biased perception that results when perceptions of a target person are distorted by the perceiver's perceptions of others in the situation.

Front 41

Projection

Back 41

?

Front 42

Hertzberg's Motivator-Hygiene Theory

Back 42

Satisfaction and dissatisfaction concurrently

Front 43

Facet Model

Back 43

Breaking job into small components

Front 44

Discrepancy Model

Back 44

to determine how satisfied employees are with their job compared to their "ideal job"

Front 45

Steady State

Back 45

Each employee has a typical, or characteristic level of job satisfaction, called the steady state equilibrium.

Front 46

Absenteeism

Back 46

consequence of negative job satisfaction. (people not showing up) Part of Organizational Citizenship Behavior-Negative though

Front 47

Turnover

Back 47

The permanent withdrawal of an employee from the employing organization.

Front 48

Employee Well-Being

Back 48

How happy, healthy, and prosperous employees are.

Front 49

Social Cognitive Theory (Social Learning Theory) Bandura

Back 49

A learning theory that takes into account the facts that thoughts and feelings influence learning.

Front 50

Social Cognitive Theory (Social Learning Theory) Bandura

Back 50

A learning theory that takes into account the facts that thoughts and feelings influence learning.

Front 51

Reinforcement Theory (Skinner)

Back 51

Centers on the power of consequences. Learning occurs when a person recognizes the relationship between behavior and consequences.

Front 52

Alderfer's E.R.G. Theory

Back 52

Existence Needs, Relatedness Needs, Growth Needs. This theory lifts the restriction that lower needs must be met first. More than one need may be operative at the same time. If the gratification of a higher-level need is stifled, the desire to satisfy a lower-level need increases.

Front 53

Hertzberg's Motivator-Hygiene Theory

Back 53

Managers must improve hygiene factors before trying to increase motivation. Once the work context is improved, managers should provide motivators (job enrichment)

Front 54

Hygiene Factors

Back 54

Are associated with the physical and psychological context in which work is performed

Front 55

Expectancy Theory (Vroom)

Back 55

VIE- Valence (value of outcome), Instrumentality (connection between job performance and outcome) Expectancy (connection between effort and performance)

Front 56

Expectancy Theory (VIE)

Back 56

It is multiplicative, so when when one goes to zero, employee motivation is at zero.

Front 57

Equity Theory (Adams)

Back 57

Employees make comparison of their job inputs and outcomes relative to "referent others" (comparable references or within the same league)