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50 Cards in this Set
- Front
- Back
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Classical Viewpoint |
high specialization of labour, intesive co-ordination and centralized decision making |
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Scientific Management |
Frederick Taylor's system - research to determine optimum degree of specialization and standardization |
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Bureaucracy |
Max Wevers ideal type of organization that included: strict chain of command, detailed rules, high specialization, centralized power |
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Human Relations Movement |
a crtitique of classical management and bureaucracy - doesnt take into account human need for growth, centralized power is not creative strict rules lead to bare minimum becoming norm |
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Contingency Approach |
an approach to management that recognizes that there is no one best wayto manage, and that an appropriate management style depends on the demands of the situation |
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Managerial Roles (harvery mintzberg) Interpersonal Roles |
expected behaviours that have to do with establishing and maintaining interpersonal relations Figurehead ‐ symbol for employees Leadership ‐ selects, mentors, rewards, and disciplines employees Liaison ‐ maintains horizontal contact inside and outside the organizations |
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Managerial Roles (harvery mintzberg) Informal Roles |
concerned with the various ways the manger receives and transmitsinformation Monitor ‐ scans the internal and external environments of the firm to follow the currentperformance and to keep informed of new ideas and trends Disseminator ‐ send information on both facts and preferences to others Spokesperson ‐ sending messages into the organization's external environment |
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Managerial Roles (harvery mintzberg) Decision Roles |
Entrepreneur ‐ turns problems and opportunities into plans for improved changes Disturbance Handler ‐ deals with problems stemming from employee conflicts and addresses threats to resources and turf Resource Allocator ‐ decide how to deploy time, money, personnel and other critical resource Negotiator ‐ conduct major negotiations with other organizations or individuals |
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Dispositional Approach |
individuals are predisposed to behave in certain ways decades of research provided inconsistent findings |
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Situational Approach |
examining factors in the work environment that might predict and explain OB |
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Person-Situation Debate |
debate between the situational and dispositional approaches |
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Interactionist Approach |
OB is a function of both dispositions and the situation The most widely accepted perspective within OB |
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The Five Factor model of personality |
Extraversion - extent to which a person is outgoing or shy Neuroticism - degree to which a person has appropriate emotional control Agreeableness - friendly and approachable Conscientiousness - responsible and achievement oriented strongest predictor of job performance Openness to Experience - flexible and open to new ideas |
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Locus of Control |
a set of beliefs about whether one's behaviour is controlled mainly by internal orexternal forces - Internals tend to see stronger links between the effort they put into their jobs and theperformance level they achieve |
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Self- Monitoring |
the extent to which people observe and regulate how they appear and behave insocial settings and relationships - High self‐monitors tend to gravitate toward jobs that require a degree of role‐playing and theexercise of their self‐presentation skills (sales, law, PR, politics, etc) |
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Self Esteem and Behavioural Plasticity Theory |
the degree to which a person has a positive self‐evaluation - Behavioural Plasticity Theory ‐ people with low self‐esteem tend to be more susceptible to external and social influences than those who have high self‐esteem |
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Positive Affectivity Negative Affectivity |
propensity to view the world, including oneself and other people, in a positive light or negative light |
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General Self-Efficacy |
a general trait that refers to an individual's belief in his ability toperform successfully in a variety of challenging situations Considered to be a motivational trait rather than an affective trait |
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Operant Learning Theory |
the subject learns to operate on the environment to achieve certain consequences 1930s, psychologist B.F. Skinner investigated the behaviour of rats confined in a box containing a lever that delivered food pellets when pulled - Learned to pull the level to get food |
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Positive and Negative Reinforcement Extinction and Punishment |
positive and negative reinforcement is increasing or maintaining a behaviour through addition or removal of stimulus
Punishment is an aversive stimulus the decreases behaviour |
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Social Cognitive Theory |
Modelling - imitating the behaviour of others Self Efficacy - beliefs people have about heir ability to successfully perform a specific task Self Regulation - the use of learning principles to regulate ones own behaviour |
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Behaviour Modelling Training |
Describing to trainees a set of well defined behaviours/skills, display the effective use of those skills, provide opportunities for practice, providing feedback and reinforcement |
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Social Identity Theory |
Our sense of self is our personal Identity and social identity is what group we associate ourselves with, once a group is chosen we tend to see the members of that group embodying the attributes of that category (prototypes) We also form perceptions of others based on their memberships in social groups |
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Jerome Bruners Model of perceptual process |
unfamiliar target encountered openness to target cues familiar cues encountered target categorized cue selectivity categorization strengthened This is a selective perception method - see what we expect/want to |
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Primacy Effect Recency Effect Central Traits Implicit Personality Theories |
early cues recent cues personality characteristics of a target that are of heightened interest to perceiver personal theories about which personality characteristics go together |
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Fundamental Attribution Error Actor Observer Effect Self Serving Bias |
over emphasize dispositional attributions when its someone else, when its us situational attributions actor and observer to see the behaviour differently tendency to take credit for success and blame for failure |
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Diversity Value |
improved problem solving creativity recruiting and marketing (diverse labour pool) |
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Signalling Theory
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job applicants interpret their recruitment experience as cues or signals about what it is like to work there job applicants see the experience more positively when they think job selection process is fair |
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Job Satisfaction Facet Overall DJI MSQ |
more or less satisfied with various facets overall attitude toward job about various facets work, people, promotions, supervision, pay Questionaire from very satisfied to very dissatisfied |
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Discrepancy Theory Distributive fairness Equity Theory Procedural Fairness Interactional Fairness |
discrepany between outcomes wanted and outcomes perceived when people think they get what they deserve inputs vs outcomes procedure to find outcomes is reasonable when they feel they have received respectful and good communication about an outcome |
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Affective Events Theory |
Reminds us jobs actually consist of a series of events that have the potential to provoke emotions |
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Emotional Contagion Emotional Regulation |
tendency for moods and emotions to spread between people or a group requirement for people to conform to certain display rules ie service staff must be happy |
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Key Contributors to Job Satisfaction |
mentally challenging work adequate compensation Career opportunities People |
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Consequences of job satisfaction |
absence for work turnover performance organizational citizenship behaviour customer satisfaction and profit |
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Affective Continuance Normative |
Want to stay have to stay should stay |
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Intrinsic Motivation Extrinsic Motivation |
direct relationship between work and task feeling of achievement external to the task pay, supervision etc |
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Emotional Intelligence Model - Motivation Peter Salovey and John Mayer |
Perception of emotions - most basic level of EI Intergration and assimilation of emotions Knowledge and Understanding Management of emotions |
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What factors contribute to peoples engagement at work |
psychological meaningfullness - return on investment psychological safety - express with consequence psychological availability - they can feel engaged emotional and physical capacity |
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Need Theories of Work Motivation |
Maslows Hierarchy of Needs Physiological Safety Belongingness Esteem Self Actualization |
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Alderfers ERG theory |
Existence needs - food, shelter, pay etc relatedness needs - open communication Growth needs - full utilization of skills |
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McClellands Theory of needs |
need for achievement need for affiliation need for power |
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Expectancy Theory |
Outcomes - consequences that follow work behaviour Instrumentality - first level outcome = second level outcome work hard= good pay Valence - expected value of outcomes expectancy - 1st level outcome can be achieved force - effort to 1st level outcome |
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Goal Setting Theory |
goal setting goal specificity goal challenge goal commitment goal feedback |
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Typical Stages of Group Development |
Forming Storming Norming Performing Adjourning |
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Punctuated Equilibrium Model (connie gersick) Group development |
Phase 1 - first meeting assumptions and approaches Midpoint Transactions - halfway change to show progress, either do or dont Phase 2 - decisions and approaches adopted at midpoint get played out |
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Fielders Contingency Theory |
Least Preferred Co-worker high relationship oriented LPC low - task oriented Leader member good - high influence Task structured - high influence Position power high - influence high |
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House's Path Goal Theory |
Directive Behaviour - tell what is expected Supportive Behaviour - friendly, approachable Participative Behaviour - considers opinions Achievement Oriented Behaviour - reach for your goals |
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Transactional Leadership |
based fairly straight forward between leader and followers |
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Management by Exception |
leader takes corrective actions based on the results of leader follower exchange |
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Transformational Leader |
New vision instils true commitment - Intellectual Stimulation - Individualized Consideration - Inspirational Motivation - Charisma |
