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95 Cards in this Set

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  • Back
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Organizational Behavior
the study of human behavior in organizations
four functions of management
1) Planning
2) Organizing
3) Leading
4) Controling
social responsibility
the obligation of organizations to behave in ethical and moral ways.
High Performance Organization
are designed to bring out the best in people and produce sustainable organizational results
Characteristics of high-performance organizations
1) value people
2) mobilize teams
3) Utilize
4) thrive on learning
5) are achievement oriented
Culture
the learned and shared ways of thinking and acting amonga group of people or society
Organizational culture
the shared beliefs and values that influence the behavior of organizational members
Teams
are groups of people who work actively together to chieve a purpose for which they are all accountable
#3 types of teams
1) Teams that recommend things- upper mgt
2) Teams that run things-middle mgt
3) Teams that make or do things
workforce diversity
describes how people differ in such respects as age, race, ethnicity, gender, physical ability, and sexual orientation.
Multinational corporations
a business with extensive international operations in more than one country
aptitude
the capability of learning something
Perception
the process through which people recieve, organize, and interpret information from their environment
intuition
the ability to know or recognize quickly the possibilities of a siuation
(gut feeling)
Stereotype
when one thinks of an individual as belonging to a group or category and the characteristics commonly associated with the group or category are assigned to the individual
Organizational Behavior
the study of human behavior in organizations
four functions of management
1) Planning
2) Organizing
3) Leading
4) Controling
social responsibility
the obligation of organizations to behave in ethical and moral ways.
High Performance Organization
are designed to bring out the best in people and produce sustainable organizational results
Characteristics of high-performance organizations
1) value people
2) mobilize teams
3) Utilize
4) thrive on learning
5) are achievement oriented
Culture
the learned and shared ways of thinking and acting amonga group of people or society
Organizational culture
the shared beliefs and values that influence the behavior of organizational members
Teams
are groups of people who work actively together to chieve a purpose for which they are all accountable
#3 types of teams
1) Teams that recommend things- upper mgt
2) Teams that run things-middle mgt
3) Teams that make or do things
workforce diversity
describes how people differ in such respects as age, race, ethnicity, gender, physical ability, and sexual orientation.
Multinational corporations
a business with extensive international operations in more than one country
aptitude
the capability of learning something
Perception
the process through which people recieve, organize, and interpret information from their environment
intuition
the ability to know or recognize quickly the possibilities of a siuation
(gut feeling)
Stereotype
when one thinks of an individual as belonging to a group or category and the characteristics commonly associated with the group or category are assigned to the individual
Halo effect
occurs when one attribute of a perso or situation is used to develop an overall impression of the person or situation
Self serving bias
the tendency to deny pesonal responsibility for performance problems but to accept personal responsibility for performance success
Maslows Theory
hierarchy of needs theory offers a pyramid of physiological, safety, social, esteem, and self actualization needs; assumes that some needs are more important than others and must be satisfied befpre other needs can serve as motivators
#5 distinct levels of individual needs
high order needs
1) self-actualization
2) Esteem
Lower order needs
3) Social
4) Safety
5) Physiological
Performance Appraisal
a process of systematically evaluating performance and providing feedback on which performance adjustments can be made
goal setting
a process of developing, negotiating, and formalizing the targets or objectives that a person is responsible for accomplishing
Performance Appraisal
a process of systematically evaluating performance and providing feedback on which performance adjustments can be made.
Job enrichment
increases job content by giving workers more responsibility for planning and evaluating duties.
Job enlargement
increases task variety by adding new tasks of simialr difficulty to a job.
job rotation
increases task variety by shifting workers among jobs involving tasks of similar difficulty.
Synergy
The creation of the whole that is greater than the sum of its parts
Stages of Group Developing
1)Forming
2) Storming
3) Norming
4) Performing
5) Adjourning
Group Thinking
the tendency of cohesive group members to lose their critical evaluative capabilities.
Team building
is a collaborative way to gather and analyze data to improve teamwork.
#3 types of Team Building
1) Formal retreat approach
2) continuous improvement approach
3) Outdoor experience approach
Formal retreat approach
Team building takes place during an off- site retreat
continuous improvement approach
the manager, team leader, or group members themselves take responsibility for regularly engaging in the team-building process.
outdoor experience approach
places group members in a variety of physically challenging situations that must be mastered through teamwork, not individual work.
Cohesiveness
The degree to which members are attracted to a group and motivated to remain a part of it
Organizational Purpose
core purpose of an organization may be stated as the creation of goods or services for customers
core purpose
mission statement
strategy
Mission Statements
written statements of organizational purpose.
Strategy
a comprehensive plan that guides organizations to operate in ways that allow them to out perform their competitors
Organizational Charts
are diagrams that depict the formal structures of organizations
Adhocracy
an organizational structure that emphasizes shared, decentralized decision making; extreme horizontal specialization;virtual absence of formal control & few rules
Grafting
the process of aquiring individuals, units, and or firms to bring in useful knowledge to the organization.
Scanning
looking outside the firm and bringing back useful solutions to problems
Benefit cycle
a pattern of successful adjustments followed by further improvements
Deficit cycle
a pattern of deteriorating performance that is followed by even further deterioration
Subculture
unique patterns of values and philosophies within a group that are consistent with the sominant culture of the larger organization or social system
Counter culture
the patterns of values and philosophies that outwardly reject those of the larger organization or social system
#4 functions of management
1) Planning
2) Organizing
3) Leading
4) Controlling
Planning
defining goals, setting specific performance objectives and identifing actions need to achieve them.
Organizing
creating work structures and systems and arranging resources to accomplish goals and objectives
Leading
instilling enthusiasm by communicating with others, motivating them to work hard and maintain good inerpersonal relations
Controlling
ensuring that things go well by monitoring performance and taking corrective action as neccessar
Leadership grid
provides a framework for understanding the impact and consequences of individual team and organizational power
Feedback
the process of communicating how one feels about something another person has done or said.
Empowerment
the process that allows individuals and groups to make decisions affecting themselves and their work.
Communication barriers
1) noise level
2) distractions
Escalating commitment
the tendency to continue a previously chosen course of action even when feedback suggest that it is failing
Conflict
occurs when parties disagree over substanive isues or when emotional antagonisms create friction between them
Cohesiveness
the degree in which members are attracted to a group and are motivated to remain part of it.
Organizational purpose
may be stated as the creation of goods or services for customers.
mission statements
written statements of organizational purpose
Strategy
a comprehensive plan that guides organizations to operate in ways that allow them to outperform their competetitors.
Organizational charts
diagrams that depict the formal structures of organizations.
Adhocracy
an organizational structure that emphasizes shared, decentralized decision making, extreme horizontal specialization; few levels of management,absence of formal control and rules
grafting
the process of acquiring individuals, units, and firms to bring in useful knowledge to the organization.
Scanning
looking outside the firm and bringing back useful solutions to a problem
Benifit cycle
a pattern of successful adjustment followed by further improvements
Defeicit cycle
a pattern of deteriorating performance that is followed by even further deterioration
subculture
are unique patterns of values and philosophies within a group that are consistent with the somniant culture of the larger organization or social systems.
counter culture
patterns of values and philosophies that outwardly reject those of the larger organization or social system
Sagas
embellished heroic accounts of the story of the founding organization
rites
standardized and recurring activities used at special times to influence the behaviors and understanding of organizational members
Culturl symbols
any object, act or event that serves to transmit cultural meaning
Leadership grid
provides a framework for understanding the impact and consequences of individual team and organizational powers.
managerial power
power from position
feedback
process of communicating how one feels about something another person has done or said
empowerment
the process that allows individuals and groups to make decisions affecting themselves and their work.
communication barriers
1) noise levels
2) distractions
escalating commitment
the tendency to continue a previously chosen course of action even when feedback suggestthat it is failing
conflict
occurs when parties disagree over substantive issues or when emotional antaganisms create friction between them
Types of conflict
1) substantive conflict
2)emotional conflict
substantive conflict
involves fundamental disagreement over ends or ga