Mgmt 340 - Test 1 - Ch 1

Front 1

Manager

Back 1

An individual who achieves goals through other people.

Front 2

Organization

Back 2

A consciously coordinated social unite, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.

Front 3

Planning

Back 3

A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.

Front 4

Organizing

Back 4

Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

Front 5

Leading

Back 5

A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.

Front 6

Controlling

Back 6

Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations

Front 7

The 4 Management Functions

Back 7

1. Planning

2. Organizing

3. Leading

4. Controlling

Front 8

The 3 Management Roles

Back 8

1. Interpersonal

2. Informational

3. Decisional

Front 9

Technical Skills

Back 9

The ability to apply specialized knowledge or expertise.

Front 10

Human Skills

Back 10

The ability to work with, understand, and motivate other people, both individually and in groups.

Front 11

Conceptual Skills

Back 11

The mental ability to analyze and diagnose complex situations.

Front 12

Fred Luthans 4 Managerial Activities

Back 12

1. Traditional Management: Decision making

2. Communication: Information exchange

3. Human Resource Management: Motivating

4. Networking: Socializing/Politicking

Front 13

Organizational Behavior (OB)

Back 13

A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization's effectiveness.

Front 14

Systematic Study

Back 14

Looking at relationships, attempting to attribute causes and effects and drawing conclusions based on scientific evidence.

Front 15

Evidence-based Management (EBM)

Back 15

The basing of managerial decisions on the best available scientific evidence.

Front 16

Intuition

Back 16

A gut feeling not necessarily supported by research.

Front 17

Psychology

Back 17

The science that seeks to measure, explain and sometimes change the behavior of humans and other animals.

Front 18

Social Psychology

Back 18

An area of psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.

Front 19

Sociology

Back 19

The study of people in relation to their social environment or culture.

Front 20

Anthropology

Back 20

The study of societies to learn about human beings and their activities.

Front 21

Contingency Variables

Back 21

Situational factors: variables that moderate the relationship between two or more variables

Front 22

Workforce Diversity

Back 22

The concept that organizations are becoming more heterogenous in terms of gender, age, race, ethnicity, sexual orientation, and inclusion of other diverse groups.

Front 23

Positive Organizational Scholarship

Back 23

An area of OB research that concerns how organizations develop human strength, foster vitality and resilience, and unlock potential.

Front 24

Ethical Dilemmas and Ethical Choices

Back 24

Situations in which individuals are required to define right and wrong conduct.

Front 25

Model

Back 25

An abstraction of reality. A simplified representation of some real-world phenomenon.

Front 26

Input

Back 26

Variables that lead to processes.

Front 27

Processes

Back 27

Actions that individuals, groups, and organizations engage in as a result of inputs that lead to certain outcomes.

Front 28

Outcomes

Back 28

Key factors that are affected by some other variables.

Front 29

Attitudes

Back 29

Evaluations employees make about objects, people or events.

Front 30

Stress

Back 30

An unpleasant psychological process that occurs in response to environmental pressures.

Front 31

Task Performance

Back 31

The combination of effectiveness and efficiency at doing your core job tasks.

Front 32

Citizenship Behavior

Back 32

Discretionary behavior that contributes to the psychological and social environment of the workplace.

Front 33

Withdrawal Behavior

Back 33

The set of actions employees take to separate themselves from the organization.

Front 34

Group Cohesion

Back 34

The extent to which members of a group support and validate one another while at work.

Front 35

Group Functioning

Back 35

The quantity and quality of a work group's outfit.

Front 36

Productivity

Back 36

The combination to which an organization meets the needs of its clientele or customers.

Front 37

Efficiency

Back 37

The degree to which an organization can achieve its ends at a low cost.

Front 38

Organization Survival

Back 38

The degree to which an organization is able to exist and grow over the long term.

Front 39

What is the importance of interpersonal skills?

Back 39

Managers need to develop their interpersonal, or people, skills to be effective in their jobs.

Front 40

What do managers do in terms of functions, roles, and skills?

Back 40

Management Functions:

Planning, organizing, leading and controlling.

Management Roles:
Interpersonal, informational and decisional.

Management Skills:
Technical, human and conceptual

Front 41

What is organizational behavior (OB)?

Back 41

Organization behavior (OB) investigates the impact that individuals, group, and structure have on behavior within an organization, and it applies that knowledge to make organizations work more effectively.

Front 42

Why is it important to complement intuition with systematic study?

Back 42

Complementing intuition with systematic study helps improve your predictive ability.

(The casual approach or commonsense approach to reading others can often lead to erroneous predictions.)

Front 43

What are the major behavioral science disciplines that contribute to OB?

Back 43

1. Psychology (Individual)
2. Social Psychology (Group)

3. Sociology (Group & Organization System)

4. Anthropology (Organization System)

Front 44

Why are there few absolutes in OB?

Back 44

There are few absolutes in Organization Behavior because human beings are complex, and few, if any, simple and universal principles organizational behavior. Because we are not alike, our ability to make simple accurate, and sweeping generalizations is limited.

Front 45

What are the challenges and opportunities for managers in using OB concepts?

Back 45

Responding to economic pressure

Responding to globalization

Managing workforce diversity

Improving customer service

Improving people skills

Working in networked organizations

Enhancing employee well-being at work

Creating a positive work environment

Improving ethical behavior

Front 46

What are the three levels of analysis in this book's OB model?

Back 46

1. The Individual

2. The Group

3. The Organization