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78 Cards in this Set
- Front
- Back
- 3rd side (hint)
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organizational behavior |
study of how plp and groups thnk feel and respond in a organization |
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4 functions of management |
planning, organizing, leading, controlling |
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FW Taylor and scientific management |
study of relationships between plp and task for the purpose of increaeing effiencey |
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Mary Parker Follet |
thought Taylors method was too dry and needed human response |
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Hawthrone |
work was getting done better beacuse they knew plp were watching, proving Mary Follet theory |
whos mary Follet |
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Theory X, Y |
X- employee is lazy Y- employee will do go when comitted |
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Indv. Differences |
way in which plp differ |
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personality |
pattern of ways person feels or thinks |
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Attraction Selection Attrition Framework (ASA) |
idea of org attracts n selects similar minded plp |
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Extravert vs Introvert |
Extra- positive emoitons,social, outward focus In- alone time, lost in thought |
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Neuroticism |
tendencey to experince negative emotion n view onceslf and world negatively |
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Agreeableness |
trusting and straightword |
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Levels of Organizational Behavior |
indv., group, organization |
in that order (inwards out) |
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Conscientiousness |
extent of persons to be careful, scrupulous and preserving, order |
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Big 5 personality traits/Hierarchical Org. of Personality |
Extraversion, Neuroticism, Agreeableness, Conscientiousness, Open to Experience |
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Locus of Control. External vs Internal |
external- plp who fate, luck or outside forces are responsible for what happens, Internal- own effort, ability and action control what happens |
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Personalities Type A vs B |
A - intense desire to achieve, competitive, sense of urgency B- person tnds to be easy going, relaxed |
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Natures if Ability |
Cognitive, Physical Ability, Emotional Intelligence |
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Emotional Intelligence |
ability to understand and manage one feelings and emoitions and thoses of others |
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Cognitive Abilty |
gerneral intelligence |
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McClelland 3 Needs |
Need for achievement, need for power, need for affilation |
found in everybody |
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Utilitarian Values |
Most good for most amount of plp |
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Whistle Blower |
one who informs of higher authority doing wrong |
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Emotional Labor |
work employees perform to control thier experience and expression of moods on job |
teacher being enthusiastic |
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Emotional Dissonance |
internal state of employee that exists when employee are expected. to express feelings that are at odds with how they are really feeling |
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Job Satisfaction, 4 Determinants |
attitude toward current job Personality, Work Situation, Social Influence, Values |
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Organizational Commitment |
attitude toward company |
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Discrepancy Model |
determine how satisfied based on current vs ideal job |
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Facet Model |
job satisfaction focusing on work situations by breaking a job into componeny elements or job facets |
ability, co workers, compensation, social service etc |
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Healzbergs Motivator-Hygiene Theory |
job satisfaction theory, motivator- actual work is challenging , Hygiene Needs Physical and psychological context ex pay |
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Steady State Theory of Job Satisfaction |
employee has a typical, characteristic level of job satisfaction, goes up and down bt will return to equilibrium |
ex job raise, temporary high but eventually will return to equilibrium |
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Perception |
process of indv. selects organize and intertpret from senses |
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3 Components of Perception |
perceiver, target of perception, situation |
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Schema |
knowledge structure stored in memory that make it possible to interpret perception |
ex evrytime i go to the hospital or evytime i go to house parties i have a good time |
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Dysfunctional Schema |
overly simplified and often inaccurate beliefs about particular group |
ex stereotype |
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Amibiguity |
lack of clearness or definiteness |
saying yes or no to an open question |
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5 Impression Management |
Behavior Matching , acting like boss Self Promoting, tell good thngs i do Confronting, follow norms Flattering, kiss up Consisten, verbs macting physical |
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Salience |
extent which target of perception stands out |
one guy in girl group |
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Baises and Problems of Perception |
Primacy effect, intial pieces/interview Contrast, perception effect Halo, cant do any bad Similar to me, like self Harhness/Leniency, how harsh predictor knowledge- prior knowledge |
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Attribution theory |
how plp explain causes of their own and others behavior |
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self-serving attributions |
tendency to take credit for sccesses and avoid blame |
you vs coworker getting a raise |
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5 common cognitive bias |
anchoring, rely of first info confirmation, allows favor info to save Bandwagon, Mere exposure, Hindsight, knew that was gona happen |
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Operant Conditioning |
learning when learner recognizes connection between behavior and consequences |
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reinforcement |
process by probability of desired behavior by consequences of behavior |
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Negative reinforcement |
reinforcement using negative consequences |
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Shaping |
reward sequence of small steps into larger outcome |
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Extinction |
remove reinforcement ex:starting a meeting on time regardless of plp being late |
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Punishment |
administration of negative consequence of undesired behavior |
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Vicarious Learning |
learning by watching |
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Work Motivation |
psychological forces that determine person behavior persistence in an org - explains why plp do what they do |
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Direction of Behavior |
behavior employee chooses to perform -can be functional/dysfunctional |
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Motivation vs Performance |
motivation- how diligent employee work performance- evaluation of results |
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motivation equation |
inputs + performance + outcome |
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Intrinsically motivated |
behavior performed for it's own sake - inside, want to get it done to get it done |
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Extrinsically motivated |
behavior performed to avoid punishment or for social reward - trouble for being late |
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Need Theory(s) |
theories about work motivation that focuses on needs - need- req. for survival and well being |
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Marslow Hierarchy Of Needs |
Physiological (basic foods), Safety (Security) , belonging (Social), Esteem Needs (feeling good about oneself), Self Actualization (full potential) |
must go through each level before the next can be reached - Hierarchy is mandatory |
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Alderfers ERG Theory |
only marslow but only "3" Existence - basic needs Relatedness- interpersonal relations Growth - self - development |
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Which is correct Marslow or Aderfers |
both are wrong - too broad for humans - why must it be in that order |
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Expectancy Theory |
theory on how employee makes choices among alternative behaviors 3 questions valence, instrumentality, expectancy |
valence- desirability of outcome instrumentality - perception performance will lead to desired outcome expectancy- believe in capabilities |
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Equity Theory |
perception of fairness of their work outcomes and inputs (fairness) |
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referent |
another employee(s) perceived similar to on'e self - the "who" an indv. is being compared to |
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4 forms of organizational justice |
distributive justice, procedural justice, interpersonal justice, informational justice |
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distributive justice |
perceived fairness of distribution of outcomes in org. |
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procedural justice |
perceived fairness of procedures used to make decisions of org. |
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interpersonal justice |
perceived fairness of interpersonal treatment from managers |
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informational justice |
perception of extent managers explain their decisions and procedures of how they got their |
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scientific management |
principles that use "job simplification" and "job specialization" |
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job simplification |
breaking up the work that needs to be performed into smallest tasks |
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job specialization |
assignment of employees to perform small simple tasks |
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what is skill variety |
job reqs an employee to use different skills, abilities, or talents |
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what is task variety |
jobs reqs performing a job from beginning to end |
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task significance |
extent of employees enjoying their task |
au |
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autonomy |
degree to which job allows an employees the freedom and independent to schedule work and how to carry it |
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feedback |
input of effectiveness |
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job enlargement |
increase # of tasks not necessary increase in challenge |
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job enrichment |
increase in job responsibility |
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mps score |
motivating potential score |
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