Organizational Behaviour

Front 1

Organizations

Back 1

organizations are social inventions for accomplishing common goals through group effort

Front 2

organizational behaviour

Back 2

the attitudes and behaviours of individuals and groups in organizations

Front 3

management

Back 3

the art of getting things accomplished in organizations through others

Front 4

Classical Management Approach

Back 4

an early prescription on management that advocated high specialization of labour, intensive coordination, and centralized decision making

Front 5

scientific management

Back 5

frederick taylor system for using research to determine the optimum degree of specialization and standardization of world tasks

Front 6

Bureaucracy

Back 6

max webbers ideal type of organizations that included a strict chain of command, detail ruled, high specialization, centralized power, and selection and promotion based on techinical competence

Front 7

Workplace spirituality

Back 7

a workplace that provides employees with meaning, purpose, a sense of community, and a connection to others

Front 8

Psychological capital

Back 8

an individual positive psychological state of development that is chractarized by self-efficacy, optimism, hope, and resiliance

Front 9

Personality Trait

Back 9

a psycological characteristic that influences the way an individual interacts with his/her environment

Front 10

Affectivity

Back 10

Propensity to see the world in a positive or negative light

Front 11

Self-Esteem

Back 11

degree to which a person has a positive self-evaluation

Front 12

Locus of Control

Back 12

beleif about whether you behaviour is controlled by internal or external factors

Front 13

General Self-Efficacy

Back 13

Belief in one's ability to succeed in challenging situtations

Front 14

Realized strengths

Back 14

personal attributes that represent our strongest assets. we are energized when we use them

Front 15

Unrealized strengths

Back 15

personal attributes that are less visible. we feel good when we tap into them because they support our efforts

Front 16

Leaned behaviours

Back 16

Ingrained things that we have learned throughout our life experience. although valuable, they do not excite or inspire us

Front 17

Dispositional Approach

Back 17

Individuals behave according to their personality traits.

uncertainty oriented: oriented to the process or challenge of understanding. most motivated at times of uncertainty

Certainty Oriented: oriented towards the familiar and the predicatable; seeks clarity over confusion and ambiguity

Front 18

Situational Approach

Back 18

Norms overwhelm personality, individuals behave according to context

Front 19

Interactionist Approach

Back 19

behaviour is a function of both disposition and the situation. there are strong and weak..

strong is the example of the red light. Red means top.

Weak is the yellow light example as some speed up and some slow down

Front 20

Operant Learning

Back 20

Learning where subject learns to operate on the environment to achieve certain consequences. Ex. burning your hand on the stove

Front 21

Reinforcements

Back 21

providing stimulus which alters the probability of a specific response

Front 22

Social Cognitive Theory

Back 22

people learn by observing the bahaviour of others. 3 components are:

modelling, self efficacy, self regulation

Front 23

modelling

Back 23

people imitate the bahviour of role models

Front 24

self efficacy

Back 24

people who believe in themselves increase their ability to preform

Front 25

self regulation

Back 25

people learn to regulate their own behaviour

Front 26

Personality Types: 5 factor

Back 26

openess to experience

conscientiousness

extraversion

agreeableness

neuroticism

Front 27

Sensing

Back 27

take in real and tangible information using the five senses

Front 28

Intuition

Back 28

Infer information based on patterns and interrelations

Front 29

thinking

Back 29

based on logic, objected analysis of cause and effect

Front 30

feeling

Back 30

based on evaluation of values, feelings, norms, emotional intelligence

Front 31

judging

Back 31

prefer a planned, organized and settled order of things

Front 32

percieving

Back 32

prefer a flexible, spontaneous, and open order of things

Front 33

Perception

Back 33

process by which people select, organize, interpret, and respond to information from the world around them

Front 34

Proprioception

Back 34

ability to detect changes in body positions and movements

Front 35

7 step process for similar perceptions

Back 35

Evironmental stimulus, attended stimulus, sensing, neural processing, perception, recognition, action

Front 36

Social Identity Theory

Back 36

People form perceptions of themselves based on their characteristics and memberships in social categories

Front 37

Primacy

Back 37

reliance of early cues or first impression

Front 38

Recency

Back 38

reliance on recent cues or last impressions

Front 39

Projection Bias

Back 39

beleif that others have the same characteristic as us

Front 40

Bias reliance on central traits

Back 40

organize traits around a percieved characteristic. physical appearance most common

Front 41

implicit personality theory

Back 41

beleif that certain personality characteristics go together

Front 42

Law of Pragnanz

Back 42

reality is organized or reduced to the simplest form possible

Front 43

law of continuity

Back 43

lines are seen as following the smoothest path

Front 44

Law of Closure

Back 44

objects grouped together are seen as a whole

Front 45

Anchoring

Back 45

tendency to rely too heavily, or "anchor" on a past reference or on one trait or piece of information when making a decision

Front 46

Confirmation Bias

Back 46

the tendency to single out those aspects of a situation, person, or object that are consistent with our needs, values, attitudes, or beliefs

Front 47

Projection bias

Back 47

beleif that others have the same characteristics as us

Front 48

Attribution

Back 48

the process by which we assign causes or motives to explain peoples behaviour

Front 49

Two types of attribution

Back 49

External-situational

Internal - dispositional

Front 50

Attribution is based on three criteria

Back 50

Consistency, distinctiveness, consensus

Front 51

Correspondence bias (re failure)

Back 51

people take into account the sitation/context only when explaining their own failure

we defend ourselves by blaming the situation

overvalue dispositional and downplay situational in others

Front 52

Self-serving bias

Back 52

downplay dispositional and overplay situational, in others

we defend ourselves by blaming situation

Front 53

Actor-Observer Bias (re shared situation)

Back 53

diff attributions depending on if you are actor or observer

Front 54

Organizational Trust

Back 54

psychological state... one wiling to be vulnerable and to take risks with respect to the actions of another. 3 factors are:

ability

benevolence

integrity

Front 55

Percieved organizational support

Back 55

employee belief that their organiztion value their contribution and cares about their well being

Front 56

signalling theory

Back 56

applicants interpret recruitment experiences as signals about work conditions

Front 57

work centrality

Back 57

defined as the extent to which people perceive work as a central life interest

Front 58

Job satisfaction

Back 58

a collection of attitudes that one has to their job

Front 59

Discrepancy theory

Back 59

job satisfaction stems from the discrepancy between the job outcomes wanted and the outcomes that are perceived to be obtained

Front 60

Distributive Fairness

Back 60

Involves the distribution of work rewards and resources. individuals want what is fair

Front 61

Procedural Fairness

Back 61

concerned with how outcomes are decided and allocated

Front 62

Interactional Fairness

Back 62

important because it is possible for absolutely fair outcomes or procedures to be perceived as unfair when they are inadequately explained

Front 63

Equity Theory

Back 63

inputs and outputs of one employee compared to another

Front 64

Mood

Back 64

less intense, long lived, and more diffuse feelings

Front 65

emotions

Back 65

intense often short lived feelings caused by a particular event

Front 66

Organizational Commitments

Back 66

an attitude that reflects the strength of the linkage between an employee and an organization

Front 67

Three types or Organizational Commitments

Back 67

Affective commitment: commitment based on identification and involvement with an org. Stay because they want to

Continuance Commitment: stay because they have to

Normative commitment: stay because they feel like they should

Front 68

Motivation

Back 68

The extent to which persistent effort is directed toward a goal

Front 69

Self determination theory

Back 69

a theory of motivation that considers whether peoples motivation is autonomous or controlled

Front 70

general cognitive ability

Back 70

a persons basic capacities and cognitive resources

Front 71

Emotional Intelligence

Back 71

the ability to understand and manage ones own and other feelings and emotions

Front 72

Need theories

Back 72

Motivation theories that specify the kinds of needs people have and the conditions under which they will be motivated to satisfy these needs in a way that contributes to performance

Front 73

Abraham Maslow's Hierarchy of needs

Back 73

Psychological needs, safety needs, belongingness needs, esteem needs, self-actualization needs

Front 74

Aldefers ERG theory

Back 74

Existence, relatedness, growth

Front 75

McClellands Theory of Needs

Back 75

a non- hierarchical need theory of motivation that outlines the conditions under which certain needs result in particular patterns of motivation. Need for achievement, affiliation, power

Front 76

Expectancy Theory

Back 76

a process theory that states that motivation is determined by the outcomes that people expect to occur as a result of their action on the job

Outcomes - consequences that follow work behaviour

Instrumentality - prob that a first level outcome will be followed by a second level outcome

Valence - expect value of work outcomes

Expectancy - prob that a particular first level outcome can be achieved

Force - the effort directed toward a first level outcome

Front 77

Goal setting theory

Back 77

a process theory that states that goals are motivational when they are specific, challenging, when organizational members are committed to them, and when feedback about progress is given

Front 78

Learning goal orientation

Back 78

a preference to learn new things and develop competence in an activity by acquiring new skills and mastering new situatiosn

Front 79

Piece-rate

Back 79

a pay system in which individual workers are paid a certain sum of money for each unit of production completed

Front 80

wage incentive plans

Back 80

various pay systems that link pay to performance on production jobs

Front 81

restriction of productivity

Back 81

the artificial limitation of work output that can occur under wage incentive plans

Front 82

Merit Pay Plans

Back 82

systems that attempt to link pay to performance on white-collar jobs

Front 83

Gainsharing

Back 83

a group pay incentive plan based on productivity and performance improvements over which the workforce has some control

Front 84

Task Significance

Back 84

the impact that a job has on other people