Obl Final

Front 1

Subjective probability that a given level of performance will lead to a given outcome.

Back 1

Instrumentality

Front 2

Subjective Attractiveness of a given outcome

Back 2

Valence

Front 3

Subjective probability that effort will lead to performance of a given level.

Back 3

Expectancy Theory

Front 4

Motivational force = E x I x V

Back 4

Expectancy

Front 5

For Empowerment (ZAPP) to work, people need:

* Mission, Key Result Areas, Goals, Measurement

Back 5

Direction

Front 6

For Empowerment (ZAPP) to work, people need:

* Skills, Training, Information, Goals

Back 6

Knowledge

Front 7

For Empowerment (ZAPP) to work, people need:

* Tools, Materials, Facilities, Money

Back 7

Resources

Front 8

For Empowerment (ZAPP) to work, people need:

* Approval, Coaching, Feedback, Encouragement

Back 8

Support

Front 9

what things motivate people

Back 9

Content theories

Front 10

what is the process through which people are motivated

Back 10

Process theories

Front 11

How many different tasks you get to do. Production lines do not seem to have this.

Back 11

Variety

Front 12

Being able to say "i made that"

Back 12

Identity

Front 13

What choices you get to make about your job.

Back 13

Autonomy

Front 14

To what extend do you feel like the job that you do matters

Back 14

Significance

Front 15

What extend does doing the job itself let you know how your doing

Back 15

Feedback

Front 16

Basic assumption is people are lazy and wont do more then they have to. Designed around control.

Back 16

Theory X

Front 17

Basic assumption is that people want to do good. "people just want to be great"

Back 17

Theory Y

Front 18

Where you break down a set of tasks into groups

Back 18

Differentiation

Front 19

What group your skill set fits into. Putting people into differentiated groups.

Back 19

Specialization

Front 20

Name the parts of Pfeffer's model.

Back 20

Differentiation and Environment lead to factors like Interdependence, Heterogeneous goals, and Heterogeneous beliefs about technology create conflict. Scarcity also contributes to conflict and politics. The importance and distribution of power in the conflict can lead to politics.

Front 21

Trust is?

Back 21

The willingness to be vulnerable to the actions of another.

Front 22

A simple, routine matter for which a manager has an established decision rule.

Back 22

Programmed Decision

Front 23

A new, complex decision that requires a creative solution.

Back 23

Nonprogrammed Decision

Front 24

A timely decision that meets a desired objective and is acceptable to those individuals affected by it.

Back 24

Effective Decision

Front 25

A logical, step-by-step approach to decision making, with a thorough analysis of alternatives and their consequences.

Back 25

Rationality

Front 26

A theory that suggests that there are limits to how rational a decision maker can actually be.

Back 26

Bounded Rationality

Front 27

To select the first alternative that is "good enough," because cost in time and effort are too great to optimize.

Back 27

Satisfice

Front 28

Shortcuts in decision makign that save mental activity.

Back 28

Heuristics

Front 29

A theory that contends that decision in organization are random and unsystematic

Back 29

Garbage Can Model

Front 30

The Prefix Intra means?

Back 30

Within

Front 31

The Prefix Inter means?

Back 31

Between

Front 32

The tendency to choose options that entail fewer risks and less uncertainty.

Back 32

Risk aversion

Front 33

Tendency to continue to support a failing course of action.

Back 33

Escalation of Commitment

Front 34

An individual's preference for gathering information and evaluating alternatives.

Back 34

Congitive style

Front 35

What are the four cognative styles?

Back 35

Sensing/Thinking
Sensing/Feeling
Intuiting/Thinking
Intuiting/Feeling

Front 36

A fast, positive force in decision making that is utilized at a level below consciousness and involves learned patterns of information.

Back 36

Intuition

Front 37

A process influenced by individual and organization factors that result in the production of novel and useful ideas, products, or both

Back 37

Creativity

Front 38

Decision making in which individuals who are affected by decision influence the making of those decisions.

Back 38

Participative Decision Making

Front 39

A positive force that occurs in groups when group members stimulate new solutions to problems through the process of mutual influence and encouragement within the group.

Back 39

Synergy

Front 40

Simple rules use to determine final group decisions. EX: Majority rules.

Back 40

Social Decision Schemes

Front 41

A structured approach to group decision making that focuses on generating alternatives and choosing one

Back 41

Nominal Group Technique (NGT)

Front 42

A debate between two opposing sets of recommendations.

Back 42

Dialectical Inquiry

Front 43

Artifacts should be studied because they are?

Back 43

The most visible manifestation of corporate culture.

Front 44

Deeply held beliefs that guide behavior and tell members of an organization how to perceive and think about things.

Back 44

Assumptions

Front 45

Psychological withdrawal from change.

Back 45

Disengagement

Front 46

Feeling that one's identity is being threatened by a change.

Back 46

Disidentification

Front 47

Feeling negativity or anger toward a change.

Back 47

Disenchantment

Front 48

Feelings of loss and confusion due to a change

Back 48

Disorientation

Front 49

The first step in Lewin's change model, in which individuals are encouraged to discard old behaviors by sharking up the equilibrium state that maintains the status quo.

Back 49

Unfreezing

Front 50

The second step in Lewin's change model, in which new attitudes, values, and behaviors are substituted for old ones.

Back 50

Moving

Front 51

The final step in Lewin's change model, in which new attitudes, values, and behaviors are established as the new status quo.

Back 51

Refreezing