Bus 200 Chapter 9

Front 1

employee behaviour

Back 1

the pattern of actions by the members of an organization that directly or indirectly

Front 2

counterproductive behaviour

Back 2

behaviour that detract from organizational performance

Front 3

Big five personality traits

Back 3

OCEAE - Openness, conscientiousness, emotionality, agreeableness, extraversion

Front 4

what is agreeableness?

high vs low agreeableness

Back 4

ability to get along with others

high - gentle, cooperative, forgiving, understanding and good natured
low - often irritable, short-tempered, uncooperative and generally antagonistic

Front 5

what is conscientiousness?

high vs low conscientiousness

Back 5

refers to the number of things a person tries to accomplish

high: tend to focus on few tasks -> systematic, careful, thorough, responsible and self disciplined
low: pursue a wide array of task -> more disorganized and irresponsible

Front 6

positive vs negative emotionality

Back 6

refers to the degree which people tend to be positive or negative

positive: relatively poised, calm, resilient and secure
negative: excitable, insecure, reactive and subject to mood swings

Front 7

what is extraversion?

high vs low extraversion

Back 7

person's comfort level with relationships

high: sociable, talkative, assertive and open to establishing new relationships

low: less sociable, talkative and assertive

Front 8

what is openness?
high vs low openness

Back 8

reflects how open or rigid a person is in terms of his and her beliefs

high: curious and are willing to listen to new ideas and change their own ideas, beliefs and attitudes

low: tend to be less receptive to new ideas and less willing to change their minds

Front 9

self-efficacy

Back 9

person's belief about his or her capabilities to perform a task

high: think they can do it

low: don't think they can

Front 10

authoritarianism

Back 10

a person believes that power and status differences are appropriate within social systems such as organizations

high: take orders from the boss because they are the boss

low: may question or disagree with the boss

Front 11

machiavellianism

Back 11

behaviour designed to gain power and control

high: rational and nonemotional and may lie to get what they want

Front 12

self-esteem

Back 12

extent to which a person believes that he or she is a worthwhile and deserving individual.

high: seek higher-status jobs

Front 13

risk propensity

Back 13

degree to which a person is willing to take chances and make risky decisions

Front 14

job satisfcation

Back 14

extent to which people hae positive attitudes toward their jobs

Front 15

organizational commitment

Back 15

an individual's identification with the organization and its mission

highly committed employees see themselves as true members of the firm, overlook minor sources of dissatisfaction and see themselves as outsiders

Front 16

psychological contract

Back 16

set of expectations held by an employee concerning what he or she will contribute to an organization will provide to the employeses

Front 17

person-job fit

Back 17

the extent to which a person's contributions and the organizatoin's inducement match one another

Front 18

motivation

Back 18

set of forces that causes people to behave in certain ways

Front 19

classical theory of motivation

Back 19

assumes workers are motivated soley by money

Front 20

Hawthorne effect

Back 20

the tendency for worker's productivity to incase when they feel they are getting special attention from management

Front 21

Theory X

Back 21

belief that people are naturally lazy, irresponsible and uncooperative

Front 22

Theory Y

Back 22

belief that people want to be productive because they are naturally energetic, responsible and cooperative

Front 23

what is positive reinforcement?

Back 23

applying positive consequences when employees do what the desired behaviour

Front 24

what is punishment?

Back 24

applying negative consequences when employees exhibit undesirable behaviours

Front 25

what is negative reinforcement?

Back 25

applying negative consequences when employees do the desired behaviour

Front 26

omission

Back 26

withold positive consequences when employees exhibit undesirable behaviours

Front 27

what is goal setting theory?

Back 27

goal setting theory focuses on setting goals that will motivate employees (SMART goals)

Front 28

what is management by objectives (MBO)

Back 28

managers and subordinates in setting goals and evaluating progress (Top to bottom collaborative goal setting)

Front 29

what is participative management and empowerment?

Back 29

method of increasing job satisfaction by giving employees a voice in the management of their jobs and company

Front 30

what is a quality circle?

Back 30

technique for maximizing quality of production. employees meet often in small teams that define, analyze and solve quality and other process-related problems within the area

Front 31

what is job enrichment?

Back 31

adding one or more motivation factors to a job

Front 32

what are the three ways to enrich jobs?

Back 32

1. combining tasks

2. forming natural workgroups

3. establishing client relationships

Front 33

what are some examples of modified work schedules?

Back 33

1. flextime - allows people to pick their working hours

2. compressed workweeks - employees work fewer days per week but more hours during the day

3. telecommuting - able to do some or all of the work away from the office

4. workshare - allows 2 or more people to share one job

Front 34

what is leadership?

Back 34

refers to the process and behaviors used by managers to motivate, inspire and influence subordinates to work towards certain goals

Front 35

what is reward power?

Back 35

power to give or withhold rewards like salary, increases, bonuses, promotions, praise and interesting job assignments.
the greater the number of rewards a manager controls, the greater the manager's reward power

Front 36

what is coercive power?

Back 36

power to force another person to comply by means of psychological, emotional or physical threat

e.g. threats of written reprimands, demotion, layoffs

Front 37

what is expert power?

Back 37

derived from information or expertise that the manager posses

the more important the information and the fewer the people who have access to it, the greater the degree of expert power

Front 38

what is referent power?

Back 38

based on identification, imitation, loyalty or charisma of the leader

Front 39

what is the trait approach?

Back 39

a leadership approach that focused on identify the essential traits that distinguished leaders

Front 40

what is the behavioural approach?

Back 40

a leadership approach that focuses on determining what behaviours are employed by leaders

Front 41

situational approach to leadership

Back 41

assumes appropriate leader behaviour varies from one situation to another

Front 42

what is the path-goal theory of leadership?

Back 42

suggests that the primary functions of a leader are to make valued or desired rewards available in the workplace and to clarify for the subordinates the kind of behaviours that will lead to these rewards

~ leader clarifies the PATHS to go GOAL attainment

Front 43

what are the four kinds of behaviour in leaders?

Back 43

1. directive leader behaviour

2. supportive leader behaviour

3. participative leader behaviour

4. achievement oriented behaviour

Front 44

what is supportive leader behaviour

Back 44

they are friendly and approachable, show concern for subordinates' welfare and treat members as equals

Front 45

what is directive leader behaviour

Back 45

tells the employees what is expected of them, schedules works and gives guidance

Front 46

what is achievement-oriented behaviour

Back 46

sets challenging goals, expects subordinates to perform at high levels, encourage subordinates and shows confidence in subordinate's abilities

Front 47

what is perceptive leader behaviour?

Back 47

consulting with subordinates, soliciting suggestions and allowing participation in decision making

Front 48

what is the decision tree approach?

Back 48

attempts to prescribe a leadership style that is appropriate in different situations

Front 49

what is the leader-member exchange model

Back 49

it focuses on the differential relationships leaders often establish with different suboordinates

Front 50

what are the different types of leadership?

Back 50

1. transformational leadership

2. transactional leadership

3. charismatic leadership

Front 51

what is transformational leadership

Back 51

set of abilities that allows a leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively

Front 52

what is transactional leadership?

Back 52

involves routine, regimented activities that are necessary during periods of stability

Front 53

what is charismatic leadership?

Back 53

type of influence based on the leader's personal charisma

have high level of self confidence and a strong need to influence others