Organizational Behavior - Chapters 8-12

Front 1

Affect

Back 1

a broad range of feelings that people experience

Front 2

Emotions

Back 2

intense feelings that are directed at someone or something

Front 3

Moods

Back 3

feelings that tend to be less intense than emotions and that lack a contextual stimulus

Front 4

Possitive Affect

Back 4

a mood dimension that consists of specific positive emotions such as excitement, self assurance, and cheerfulness at the high end and boredom, sluggishness, and tiredness at the low end

Front 5

Negative Affect

Back 5

a mood dimension that consists of emotions such as nervousness, stress and anxiety at the high end and relaztion, tranquility and posie at the low end

Front 6

Positivity Offset

Back 6

the tendency of most individuals to experience a mildly positive mood at zero input (when nothing in particular is going on)

Front 7

Evolutionary Psychology

Back 7

an area of inquiry which argues that we must experience the emoitions we do because they serve a purpose

Front 8

Affect Intensity

Back 8

individual differences in the stength with which individuals experience their emotions

Front 9

Illusory Correlation

Back 9

the tendency of people to associate two events when in reality there is no connection

Front 10

Emotional Labor

Back 10

a situation in which an employee expresses organizationally desired emotions during nterpersonal transactions at work

Front 11

Emotional Dissonance

Back 11

inconsistencies between the emotions people feel and the emotions they project

Front 12

Felt Emotions

Back 12

an individuals actual emotions

Front 13

Displayed Emotions

Back 13

emotions that are organizationally required and considered appropriate in a given job

Front 14

Surface Acting

Back 14

hiding ones inner feelings and forgoing emotional expressions in response to display rules

Front 15

Deep Acting

Back 15

trying to modify ones true inner feelings based on display rules

Front 16

Affective Events Theory (AET)

Back 16

a model that suggests that workplace events cause emotional reactions on the part of employees, which then influence workplace attitudes and behaviors

Front 17

Emotional Intelligence (EI)

Back 17

the ability to detect and to manage emotional cues and information

Front 18

Emotional Contagion

Back 18

the process by which peoples emotions are caused by the emotions of others

Front 19

Group

Back 19

two or more individuals interacting and interdependent who have come together to achieve particular objectives

Front 20

Formal Group

Back 20

a designated work group defined by an organizations structure

Front 21

Informal Group

Back 21

a group that is is neither formally structured nor organizationally determined; such a group appears in response to the need for social contact

Front 22

Command Group

Back 22

a group composed of the individuals who report directly to a given manager

Front 23

Task Group

Back 23

people working together to complete a job task

Front 24

Interest Group

Back 24

people working together to attain a specific objective with which each is concerned

Front 25

Friendship Group

Back 25

people brought together because they share one or more common characteristics

Front 26

Five Stage Group Development Model

Back 26

the five distinctstages groups go through: forming, storming, norming, performing and adjourning

Front 27

Forming Stage

Back 27

the first stage in group development, characterized by much uncertainty

Front 28

Storming Stage

Back 28

the second stage in group development characterized by intragroup conflict

Front 29

Norming Stage

Back 29

the third stage in group development, characterized by close relationships and cohesiveness

Front 30

Performing Stage

Back 30

the fourth stage in group development, during which the group is fully functional

Front 31

Adjourning Stage

Back 31

the final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance

Front 32

Punctuated Equilibrium Model

Back 32

a set of phrases that temporary groups go through that involves transitions between inertia and activity

Front 33

Role

Back 33

a set of expected behavior patterns attributed to someone occupying a given position in a social unit

Front 34

Role Identity

Back 34

certain attitudes and behaviors consistent with a role

Front 35

Role Perception

Back 35

an individuals view of how he or she is supposed to act in a given situation

Front 36

Role Expectations

Back 36

how others believe a person should act in a given situation

Front 37

Psychological Contract

Back 37

an unwritten agreement that sets out what management expects from an employee and vice versa

Front 38

Role Conflict

Back 38

a situation in which an individual is confronted by divergent role expectations

Front 39

Norms

Back 39

acceptable standards of behavior within a group that are shared by the groups members

Front 40

Reference Groups

Back 40

important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform

Front 41

Conformity

Back 41

the adjustment of ones behavior to align with the norms of the group

Front 42

Deviant Work Place Behavior

Back 42

voluntary behavior that violates significant organizational norms and, in so doing, threatens the well bein of the organization or its members. Also called antisocial behavior or workplace incivility

Front 43

Status

Back 43

a socially definied position or rank given to groups or group members by others

Front 44

Status Characteristics Theory

Back 44

a theory that states that difference in status characteristics create status hierarchies within groups

Front 45

Social Loafing

Back 45

the tendency for individuals to expend less effort when working collectively than when working individually

Front 46

Cohesiveness

Back 46

the degree to which group members are attracted to each other and are motivated to stay in the group

Front 47

Group Think

Back 47

a phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action

Front 48

Group Shift

Back 48

a change in decision risk between a groups decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk

Front 49

Interacting Groups

Back 49

typical groups in which members interact with each other face to fgace

Front 50

Brainstorming

Back 50

an idea generation process that specifically encourages any and all alternatives while withholding any criticism of those alternatives

Front 51

Nominal Group Techinique

Back 51

a group decision making method in which individual members meet face to face to pool their judgements in a systematic but independent fashion

Front 52

Electronic Meeting

Back 52

a meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes

Front 53

Work Group

Back 53

a group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility

Front 54

Work Team

Back 54

a group whose individual efforts result in performance that is greater than the sum of the individual inputs

Front 55

Problem Solving Teams

Back 55

groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency and the work environment

Front 56

Self Managed Work Teams

Back 56

groups of 10 to 15 peple who take on responsibilities of their former supervisors

Front 57

Cross Function Teams

Back 57

employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task

Front 58

Virtual Teams

Back 58

teams that use computer technology to tie together physically dispersed members in order to achieve a common goal

Front 59

Multi Team Systems

Back 59

systems in which different teams need to coordinate their efforts to produce a desired outcome.

Front 60

Organizational Demography

Back 60

the degree to which members of a work unit share a common demographic attribute, such as age, sex, race, educational level or length of service in an organization and the impact of this attribute on turnover

Front 61

Reflexivity

Back 61

a team characteristic of relfecting on and adjusting the master plan when necessary

Front 62

Mental Models

Back 62

team members knowledge and bleieves about how the work gets done by the team

Front 63

Communication

Back 63

the transfer and understanding of meaning

Front 64

Communication Process

Back 64

the steps between a source and a receiver that result in the transfer and understanding of meaning

Front 65

Formal Channels

Back 65

communication channels established by an organization to transmit messages related to the professional activities of members

Front 66

Informal Channels

Back 66

communication channels that are created spontaneously and that emerge as responses to individual choices

Front 67

Grapevine

Back 67

an organizations informal communication network\

Front 68

Blog (web log)

Back 68

a website where entries are written gernally displayed in erverse chronological order about news, events and personal diary entries.

Front 69

Knowledge Management (km)

Back 69

the process of organizing and distributing an organizations collective wisdom so the right information gets to the right people at the right time

Front 70

Channel Richness

Back 70

the amount of information that can be transmited during a communication episode

Front 71

Filtering

Back 71

a senders manipulation of information so that it wll be seen more favorably by the receiver

Front 72

Information Overload

Back 72

a condition in which information inflow exceeds an individuals procesing capacity

Front 73

Communication Apprehension

Back 73

undue tension and anxiety about oral communication, written communication or both

Front 74

High Context Cultures

Back 74

cultures that rely heavily on nonverbal and subtle situational cues in communication

Front 75

Low Context Cultures

Back 75

cultures that rely heavily on words to convey meaning in communication

Front 76

Leadership

Back 76

the ability to influence a group toward the achievement of a vision or set of goals

Front 77

Trait Theories of Leadership

Back 77

theories that consider personal qualities and characteristics that differentiate leaders from non leaders

Front 78

Behavioral Theories of Leadership

Back 78

theories proposing that specific behavriors differentiate leaders from non leaders

Front 79

Initiaing Structure

Back 79

the extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment

Front 80

Consideration

Back 80

the extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates ideas and regard for their feelings

Front 81

Employee Oriented Leader

Back 81

a leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees and accepts individual differences among members

Front 82

Production Oriented Leader

Back 82

a leader who emphasizes technical or task aspects of the job

Front 83

Managerial Grid

Back 83

a nine by nine matrix outlining 81 different leadership styles

Front 84

Fiedler Contingency Model

Back 84

the theory that effective groups depend on a proper match betwwen a leaders style of interacting with subordinates and the degree to which the situation gives control and influence to the leader

Front 85

Least Preferred Coworker (LPC) Questionnaire

Back 85

a instrument that purports to measure whether a person is task opr relationship oriented

Front 86

Leader Member Relations

Back 86

the degree of confidence trust and respect subordinates have in their leader

Front 87

Task Structure

Back 87

the degree to which job assignments are procedurized

Front 88

Position Power

Back 88

influence derived from one's formal structural position in the organization; includes power to hire, fire, discipline, promote and give salary increases

Front 89

Cognitive Resource Theory

Back 89

a theory of leadership that states that stress unfavorably affects a situation and that intelligence and experience can reduce the influence of stress on the leader

Front 90

Situational Leadership Theory (SLT)

Back 90

a contigency theory that focuses on foloowers readiness

Front 91

Path Goal Theory

Back 91

a theory that states that it is the leaders job to assist followers in attaining their goals and to provide the neccesary direction and / or support to ensure that their goals are compatible with the overall objectives of the group or organization

Front 92

Leader-Member Exchange (LMX) Theory

Back 92

a theory that suports leaders creation of in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction

Front 93

Leader Participation Model

Back 93

a leadership theory that provies a set of rules to determine the form and amount of participative decision making in different situations