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51 Cards in this Set

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Subjective probability that a given level of performance will lead to a given outcome.
Instrumentality
Subjective Attractiveness of a given outcome
Valence
Subjective probability that effort will lead to performance of a given level.
Expectancy Theory
Motivational force = E x I x V
Expectancy
For Empowerment (ZAPP) to work, people need:

* Mission, Key Result Areas, Goals, Measurement
Direction
For Empowerment (ZAPP) to work, people need:

* Skills, Training, Information, Goals
Knowledge
For Empowerment (ZAPP) to work, people need:

* Tools, Materials, Facilities, Money
Resources
For Empowerment (ZAPP) to work, people need:

* Approval, Coaching, Feedback, Encouragement
Support
what things motivate people
Content theories
what is the process through which people are motivated
Process theories
How many different tasks you get to do. Production lines do not seem to have this.
Variety
Being able to say "i made that"
Identity
What choices you get to make about your job.
Autonomy
To what extend do you feel like the job that you do matters
Significance
What extend does doing the job itself let you know how your doing
Feedback
Basic assumption is people are lazy and wont do more then they have to. Designed around control.
Theory X
Basic assumption is that people want to do good. "people just want to be great"
Theory Y
Where you break down a set of tasks into groups
Differentiation
What group your skill set fits into. Putting people into differentiated groups.
Specialization
Name the parts of Pfeffer's model.
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.
Trust is?
The willingness to be vulnerable to the actions of another.
A simple, routine matter for which a manager has an established decision rule.
Programmed Decision
A new, complex decision that requires a creative solution.
Nonprogrammed Decision
A timely decision that meets a desired objective and is acceptable to those individuals affected by it.
Effective Decision
A logical, step-by-step approach to decision making, with a thorough analysis of alternatives and their consequences.
Rationality
A theory that suggests that there are limits to how rational a decision maker can actually be.
Bounded Rationality
To select the first alternative that is "good enough," because cost in time and effort are too great to optimize.
Satisfice
Shortcuts in decision makign that save mental activity.
Heuristics
A theory that contends that decision in organization are random and unsystematic
Garbage Can Model
The Prefix Intra means?
Within
The Prefix Inter means?
Between
The tendency to choose options that entail fewer risks and less uncertainty.
Risk aversion
Tendency to continue to support a failing course of action.
Escalation of Commitment
An individual's preference for gathering information and evaluating alternatives.
Congitive style
What are the four cognative styles?
Sensing/Thinking
Sensing/Feeling
Intuiting/Thinking
Intuiting/Feeling
A fast, positive force in decision making that is utilized at a level below consciousness and involves learned patterns of information.
Intuition
A process influenced by individual and organization factors that result in the production of novel and useful ideas, products, or both
Creativity
Decision making in which individuals who are affected by decision influence the making of those decisions.
Participative Decision Making
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.
Synergy
Simple rules use to determine final group decisions. EX: Majority rules.
Social Decision Schemes
A structured approach to group decision making that focuses on generating alternatives and choosing one
Nominal Group Technique (NGT)
A debate between two opposing sets of recommendations.
Dialectical Inquiry
Artifacts should be studied because they are?
The most visible manifestation of corporate culture.
Deeply held beliefs that guide behavior and tell members of an organization how to perceive and think about things.
Assumptions
Psychological withdrawal from change.
Disengagement
Feeling that one's identity is being threatened by a change.
Disidentification
Feeling negativity or anger toward a change.
Disenchantment
Feelings of loss and confusion due to a change
Disorientation
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.
Unfreezing
The second step in Lewin's change model, in which new attitudes, values, and behaviors are substituted for old ones.
Moving
The final step in Lewin's change model, in which new attitudes, values, and behaviors are established as the new status quo.
Refreezing