Ob Final

Front 1

what

Back 1

yes

Front 2

selective perception

Back 2

process of filtering out information received by our senses. (influenced by characteristics of object and perceiver expectations)

Front 3

Cognitive Dissonance

Back 3

Occurs when we perceive an inconsistency between our beliefs, feelings, and behavior. It motivates us to change one of these elements. (Usually Beliefs)

Front 4

Sensing

Back 4

Sensing- collecting info. through 5 senses, factual and quantitative details, synthesizing large amounts of info to form quick conclusions.

Front 5

Intuition

Back 5

Collect info. nonsystematically, subjective evidence, use intuition and inspiration.

Front 6

Thinking

Back 6

Rational cause-effect logic, scientific method, objective and unemotional.

Front 7

Feeling

Back 7

Consider how choices affect others, weigh options against personal values more than rational logic.

Front 8

Judging

Back 8

Prefer order and structure, enjoy the control of decision making and want to resolve problems quickly.

Front 9

Perceiving

Back 9

Flexible, spontaneously adapt to events as they unfold, keep options open.

Front 10

Maslow's Needs Hierarchy Objectives

Back 10

Holistic - Integrative view of needs rather than studying each need in isolation.

Humanistic - Responses to higher needs are influenced by social dynamics, not just instinct.

Positivistic - Need gratification is just as important as need deprivation.

Front 11

Maslow's Needs Five Categories

Back 11

Self-Actualization

Esteem

Social

Safety

Psychological

Front 12

Self-Actualization

Back 12

Potential has been realized

Front 13

Esteem

Back 13

Achievement, recognition, respect

Front 14

Social

Back 14

Love, Affection, Interaction

Front 15

Safety

Back 15

Stability; no pain, threat, illness

Front 16

Psychological

Back 16

Food, Air, Water, Shelter

Front 17

McGregor

Theory X

Back 17

Theory X - People are lazy, irresponsible, don't like to work; people need close supervision and threats to be motivated

Front 18

McGregor

Theory Y

Back 18

Theory Y - People can be self-motivated, enjoy work, are creative and ingenious if given the chance to perform

Front 19

McClelland

Theory of Learned Needs
Consists of:

Back 19

Achievement

Affiliation

Power

Front 20

McClelland

Achievement

Back 20

Achievement - Challenging goals, moderate risk, working alone, unambiguous feedback, often entrepreneurs, recognition over money

Front 21

McClelland

Affiliation

Back 21

Affiliation - Approval, confirmatioin, avoid conflict, focus on relationships, better in coordinating roles, enjoy working with people, indecisive, perceived as less fair.

Front 22

McClelland

Power

Back 22

Power - Like to control people, maintain leadership position, use power for its own sake or to help others and improve society/ build the organization

Front 23

Lawrence and Nohria

Four Fundamental Drives

ARE:

Back 23

Acquire

Bond

Learn

Defend

Front 24

Lawrence and Nohria

Four Fundamental Drives

Acquire

Back 24

Acquire - seek, take, control, and retain objects and personal experiences

Front 25

Lawrence and Nohria

Four Fundamental Drives

Bond

Back 25

Bond - form social relationships, develop identities by aligning with social groups

Front 26

Lawrence and Nohria

Four Fundamental Drives

Learn

Back 26

Learn - Know and understand ourselves and the enviroment around us

Front 27

Lawrence and Nohria

Four Fundamental Drives

Defend

Back 27

Defend - Protect ourselves physically and socially; only drive that is reactive.

Front 28

E to P expectancy

Back 28

Perception that an individual's effort will result in a particular level of performance

Front 29

E to P Expectancy

can be increased by

Back 29

Training employees, Selecting people with required competencies, provide role clarification, provide sufficient resources, and provide coaching and feedback

Front 30

P to O expectancy

Back 30

Perception that a specific behavior or performance level will lead to particular outcomes

Front 31

P to O expectancy

can be increased by

Back 31

Measuring performance accurately, describing outcomes of good and bad performances, and explaining how rewards are linked to past performance

Front 32

Outcome Valences

Back 32

Anticipated satisfaction or dissatisfaction that an individual feels toward an outcome

Front 33

Outcome Valences

can be increased by

Back 33

Ensuring that rewards are valued, individualizing rewards, and minimizing countervalent outcomes

Front 34

Equity Theory

Back 34

Equity Theory - Feelings of equity or inequity occur when employees compare their own outcome/input ratio to the outcome/input ratio of some other person.

Front 35

Effective Feedback

Back 35

Specific and relevant, timely, sufficiently frequent, and credible

Front 36

Team Roles

Back 36

-Help the team achieve its goals
-Maintain relationships
-Members take roles based on personality, values, and expertise
-role preferences are usually worked out during the storming stage
-Members often assume various roles temporarily as the need arises.

Front 37

Team Norms

Back 37

Informal rules and shared expectations that groups establish to regulate the behavior of their members.
- Members identify with the group and want to allign their behavior with the team values

Front 38

how team norms develop

Back 38

- people need to anticipate or predict how others will act
- members discover behaviors that help them function more effectively
-Past experiences and values that members bring to the team

Front 39

Preventing/changing dysfunctional team norms

Back 39

- Establish desired norms when the team is first formed
- Select people with appropriate values

Front 40

Team Cohesiveness

Back 40

The degree of attraction people feel toward the team and their motivation to remain members

Front 41

Influences of Team Cohesiveness

Back 41

Member Similarity(homogeneous)

Team Size (Small)

Member interaction (regular)

Somewhat difficult entry

Team Success

External Competition and Challenges

Front 42

Forming Stage

Back 42

-Members learn about each other
-Evaluate benefits and costs
-People tend to be polite
-Defer to the existing authority
-members try to find out what is expected of them and how they will fit in.

Front 43

Storming Stage

Back 43

-Interpersonal conflict
-members become more proactive and compete for various team roles
-coalitions may form
-members try to establish norms

Front 44

Norming Stage

Back 44

-First real sense of cohesion
-Roles are established
-concensus forms around objectives
-members develop siimilar mental models

Front 45

Performing Stage

Back 45

-More Task Oriented
-Members have learned to coordinate and resolve conflict more efficiently
-Develop trust
-Committed to group objectives
-Identify with the team

Front 46

Adjourning

Back 46

-shift attention away from task orientation to a socioemotional focus

-ending the relationship

Front 47

Conflict Management

Back 47

Interventions that alter the level and form of conflict in ways that maximize its benefits and minimize its dysfunctional consequences

Front 48

Sources of Conflict

Back 48

-Incompatible goals
-Differentiation
-Task Interdependence
-Scarce Resources
-Ambiguous rules
-communication problems

Front 49

Interpersonal conflict management styles

Back 49

Forcing
Problem Solving
Compromising
Avoiding
Yielding

Front 50

in a conflict, a high level of Assertiveness and a Low level of Cooperativeness yeilds

Back 50

Forcing

Front 51

in a conflict, a high level of Assertiveness and a high level of Cooperativeness yeilds

Back 51

Problem Solving

Front 52

in a conflict, a Low level of Assertiveness and a Low level of Cooperativeness yeilds

Back 52

Avoiding

Front 53

in a conflict, a Low level of Assertiveness and a High level of Cooperativeness yeilds

Back 53

Yielding

Front 54

Brainstorming

Back 54

1.) Speak Freely
2.) Don't criticize others or their ideas
3.)Provide as many ideas as possible
4.)Build on ideas that others have presented

-more creative ideas
-participants interact and participate directly
-spreads enthusiasm

Front 55

Groupthink

Back 55

-Tendency of highly cohesive teams to value concensus at the price of decision quality
-Teams make sloppy decisions because they are complacent and have a false sense of vulnerability.

Front 56

Social Loafing

Back 56

People Exert less effort when working in groups than when working alone

Front 57

Social Loafing
is less likely to occur when:

Back 57

-Teams are small
-The task is interesting
-The group's objective is important
-Members have strong collectivist values

Front 58

Legitimate Power

Back 58

The capcity to influence others based on formal job descriptions, informal rules of conduct, and mutual agreement

Front 59

Reward Power

Back 59

Controlling the allocation of rewards valued by others and remove negative reinforcement.

(i.e. pay, promotions, vacations, work assignments(managers))
360degree feedback systems (employees)

Front 60

Coercive Power

Back 60

The ability to apply punishment, ensures that co-workers conform to team norms and controls co-workers' behavior

i.e. threat of firing (managers), sarcasm and ostracism (employees)

Front 61

Expert Power

Back 61

-Originates from within
-Capacity to influence others by possessing knowledge or skills they value
-employees gain expert power as society moves from an industrial to a knowledge-based economy

Front 62

Referent Power

Back 62

-The Capacity to influence others based on the identification and respect they have for the powerholder
-usually associated with charismatic leadership

Front 63

Ritual

Back 63

Rituals: programmed routines of daily organizational life that dramatize the organizatioin's culture

ex: how visitors are greeted, how often execs visit subordinates, how long employees take for lunch

Front 64

Ceremonies

Back 64

Ceremonies: Planned and usually dramatic displays of organizational culture to benefit an audience.

ex: publicly rewarding or punishing employees, celebrating a launch or newly won contract

Front 65

Physical Structures

Back 65

- Size, shape, location, age of buildings

Teamwork, enviromental friendliness, flexibility, or other values

-desks, chairs, office space, wall hangings, or lack of them

cultural meaning

Front 66

Stories and Legends

Back 66

-Serve as powerful Social prescriptions of the way things should or should not be done
-Create human realism to corporate expectations, individual performance standards, and criteria for getting fired.
-Create emotion in listeners
-> improves memory of the lesson
-communicates corporate culture

Front 67

Language

Back 67

-Verbal symbols of company values

-Clients vs Customers

Front 68

Forcefield Analysis

Back 68

-helps us understand how the change process works

push restraining forces down to maintain status quo

driving forces move up to push organizations toward a new state of affairs.

-unfreezing and refreezing

Front 69

Methods to deal with resistance to change

Back 69

-Communication
-Learning
-Employee involement
-stress management
-negotiation
-coercion

Front 70

People resist change because:

Back 70

-money

-Social networks

-Psychological/rational

Front 71

Participative Management

Back 71

Advantages:
-Improves problem identification
-creates synergy that can generate more and better solutions
-diverse perspectives -> better at pricing best alternative

Used when:
-you dont know the best answer
-when you're managing change
-when you dont care

Front 72

John Kotter:

8-stage process of creating major change

Back 72

1. establishing sense of urgency
2. creating the guiding coalition
3. developing a vision and strategy
4. communicating the vision
5. empowering broad-based actioin
6. generating short-term wins
7.consolidating gains and producing more change
8. anchoring new approaches in the culture

Front 73

Stogdill's definition of leadership

Back 73

A process of influencing an organized group in its efforts of goal setting and achievement

Front 74

Traits of modern leaders

Back 74

-emotional intelligence
-integrity
-drive
-motivation and ability to use power
-intelligence

Front 75

First Leadership model

Back 75

-Challenge the process
-Inspire a shared vision
-Enable others to act
-Model the way
-Encourage the heart

Front 76

Departmentalization

Back 76

-Specifies how employees and their activities are grouped together
-establishes chain of command -> interdependencies
-focuses people around common mental models or ways of thinking
-encourages coordination through informal communication amoung people and subunits

Front 77

Simple Structure

Back 77

-Employ only a few people
-typically offer one distinct product
-minimal hierarchy
-broadly defined roles
-difficult to operate as company grows and becomes more complex

Front 78

Functional Structure

Back 78

-organizes employees around specific knowledge or other resources
-encourages specializatioin
-creates common pools of talent
-direct supervision is easier
-may lead to focus on professional needs rather than on product or client needs
-usually produces higher dysfunctional conflict and poorer coordination in serving clients or developing products

Front 79

Divisional STructure

Back 79

-Groups employees around geographic areas, clients, or outputs
-accomodates growth and different products
-tends to duplicate resources
-resources not used as efficiently as in functional structures
-creates silos of knowledge -> lack of knowledge sharing

Front 80

Matrix Structure

Back 80

-Overlays two organizational forms in order to leverage the benefits of both
-usually optimizes use of resources and expertise
-ideal for project-based orgz. with fluctuating work loads
-improves comm. efficiency, project flexibility, and innovation compared to functional or divisional
-logical when two different dimensions are equally important
-increases goal conflict and ambiguity (decision making)
-employees more stressed, managers less satisfied

Front 81

Team-based structure

Back 81

-Flat hierarchy, low formalization, consists of self-directed work teams
-usually more responsive and flexible
-tends to reduce costs
-quicker and more informed decision making
-difficult to maintain due to need for on going interpersonal skills training
-employees more streesed due to role ambiguity
-team leaders more stressed due to increased conflict, loss of functional power, and unclear promotion

Front 82

Principles of Organization

Back 82

-span of control
-division of labor
-structure
-scalar process

Front 83

Discretion is

Back 83

the freedom to exercise judgment