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268 Cards in this Set
- Front
- Back
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conscientiousness has a ______ effect of Organization commitment |
Moderate positive |
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conscientiousness has a _______ effect of job performance |
Moderate Positive |
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______ refers to the propensity to view one's own culture values as "right" and those of other cultures as "wrong" |
Ethnocentrism |
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_____ refers to the relatively stable capabilities people have to perform a particular range of different but related activities |
ability |
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The "g-factor" refers to _____ |
General cognitive ability |
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General cognitive abilityis a _________ of task performace |
Strong predictor |
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Cognitive ability has a ________ effect on Organizational behavior |
weak positive |
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Task interdependence has a ______ effect on team performace |
moderate positive |
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Task Interdependence has a _____ effect on team commitment |
weak |
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______ teams focuses on providing recommendations and resolving issues? |
Parallel |
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With ______ interdependence, different tasks are done in a prescribed order, and the group is structured such that the members specialize in these tasks. |
sequential |
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______ is a term that reflects the different types of communication, activities, and interactions that occur within teams that contribute to their ultimate end goals |
Team Process |
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______ refers to the degree to which members of the team make useful recommendations to the leader? |
Staff validity |
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Teamwork processes has a _____ effect on Team performance |
Moderate positive |
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Teamwork processes has a _____ effect on team commitment |
strong positive |
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_______ activities refer to things team members do to obtain information about technology, competitors, or the broader marketplace |
Scout activities |
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_______ refers to the use of power and influence to direct the activites of followers toward goal achievement |
Leadership |
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Power & Influence has a ______ effect on job performance |
Moderate positive |
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Power & Influence has a ______ effect on organizational commitment |
moderate positive |
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_____ refers to the type of power that is also known as "formal authority" |
Legitimate power |
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______ is the use of an actual behavior that causes behavioral or attitudinal changes in others |
Influence |
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The degree to which the leader's actions result in the achievement of the unit's goals, the continued commitment of the unit's employees, and the development of mutual trust, respect, and the obligation in leader-member dyads refers to________ |
leader effectiveness |
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Transformational Leadership has a _____ effect of job performace |
moderate positive |
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Transformational leadership has a _____ effect on organizational commitment |
strong positive |
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_______ refers to the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and thoughtfulness of employee feelings |
Consideration |
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The type of leadership that believes that no action is needed until there is a complaint about task performance |
Passive management-by-exception |
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______ formally dictates how jobs and tasks are divided and coordinated between individuals and groups within the company |
Organizational structure |
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The degree to which tasks in an organization are divided into separate jobs refers to: |
work specialization |
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______ refers to the number of employees each manger is responsible for in the organization |
Span of Control |
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Restructuring has a ________ effect on job performance |
weak negative |
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restructuring has a _____ effect on organizational behavior |
moderate negative |
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The shared social knowledge within an organization regarding the rules, norms, and values, that shape the attitudes and behaviors of its employees refers to organizational ______ |
culture |
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a mission statement is an example of _____ |
espoused values |
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Organizations that have cultures in which employees think alike but are not friendly to one another can be considered _______ cultures |
mercenary cultures |
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________ is the field of study devoted to understanding, explaining and ultimately improving the attitudes and behaviors of individuals and groups in organizations |
organizational behavior |
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_______ is a primary individual outcome of interest to organizational behavior researchers according to the integrative model |
Job performance |
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Person organizational fit has a ______ effect on job performance |
weak positive |
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Person organizational fit has a ______ effect on organizational commitment |
strong positive |
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The structures and propensities inside a person that explain his or her characteristic patterns of thought, emotion, and behavior. _______ reflects what people are like and creates their social reputation. |
personality |
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Recurring trends in people's responses to their environment |
Traits |
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Shared beliefs about desirable end states or modes of conduct in a given culture that influence the expression of traits |
Cultural values |
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Prioritize accomplishment striving (accomplishing task-related goals) |
conscientiousness |
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A dispositional tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and elation |
positive affectivity |
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A dispositional tendency to experience unpleasant moods such as hostility, nervousness, and annoyance |
negative affectivity |
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Being more likely to appraise day-to-day situations as stressful, thereby feeling that stressors are encountered more frequently |
Differential exposure |
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Being less likely to believe that one can cope with the stressors experienced on a daily basis |
Differential reactivity |
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Whether one believes that events that occur around him or her are self-driven or driven by the external environment |
Locus of control |
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The degree to which individuals develop ideas or physical outcomes that are both novel and useful |
creative task perfomance |
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The shared values, beliefs, motives, identities, and interpretations that result from common experiences of members of a society and are transmitted across generations |
Culture |
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Performance in the routine conditions that surround daily job tasks |
typical performance |
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performance in brief, special circumstances that demand a person's best effort |
maximum effort |
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The degree to which situations have clear behavioral expectations, incentives, or instructions that make differences between individuals less important |
Situational strength |
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The degree to which situations provide cues that trigger the expression of a given personality trait |
Trait activation |
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Relatively stable capabilities of people for performing a particular range of related activities |
ability |
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capabilities related to the use of knowledge to make decisions and solve problems |
cognitive ability |
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Various capabilities associated with understanding and expressing oral and written communication |
verbal ability |
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Capabilities associated with doing basic mathematical operations and selecting and applying formulas to solve mathematical problems |
Quantitative ability |
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A diverse set of abilities associated with sensing and solving problems using insight rules and logic |
reasoning ability |
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capabilities associated with visual and mental representation and manipulation of objects in space |
Spatial ability |
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The capacity to perceive, understand, and recall patterns of information |
Perceptual ability |
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The ability to sense that there's a problem right now or likely to be on in the near future |
Problem sensitivity |
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The use of general rules to solve problems |
Deductive reasoning
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The ability to consider several specifics pieces of information and then reach a general conclusion regarding how those pieces of information are related |
Inductive reasoning |
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The general level of cognitive ability that plays an important role in determining the narrow cognitive abilities |
General cognitive ability |
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A set of abilities related to the understanding and use of emotions that affect social functioning |
Emotional intelligence |
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The ability to recover quickly from emotional experiences |
emotion regulation |
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two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose |
Teams |
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Collection of two or more people |
Group |
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A relatively peremanent team in which members work together to produce goods and or provide services |
Work team |
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A relatively permanent team that participates in managerial-level tasks that affect the entire organization |
Management team |
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A team composed of members from various jobs within the organization that meets to provide recommendations about important issues |
Parallel teams |
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A team formed to take on one-time tasks, most of which tend to be complex and require input from members from different functional areas |
Project team |
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A team of limited duration that performs complex tasks in contexts that tend to be highly visible and challenging |
Action team |
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A team in which the members are geographically dispersed, and interdependent activity occurs through email, web conferencing, and instant messaging |
Virtual team |
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The degree to which team members interact with and rely on other team members for information, materials, and resources needed to accomplish work for the team |
Team interdependence |
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The degree to which team members have a shared goal and align their individual goals with the vision |
goal interdependence |
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The degree to which team members share equally in the feedback and rewards that result from the team achieving its goals |
outcome interdependence |
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The degree to which team members are different from one another |
Team diversity |
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Diversity of observable attributes such as race gender ethnicity and age |
Surface-level diversity |
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Diversity of attributes that are inferred through observation or experiences, such as one's value or personality |
Deep-level diversity |
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Team commitment; the likelihood a team can work together effectively into the future |
team viability |
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The different types of activities and interactions that occur within a team as the team works toward its goasl |
Team processes |
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A type of motivational loss resulting from members feeling less accountable for team outcomes relative to independent work that results in individually identifiable outcomes |
Social loafing |
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The activities of team members that relate directly to the accomplishment of team tasks |
taskwork processes |
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A team process used to generate creative ideas |
brainstorming |
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A team process used to generate creative ideas, whereby team members individually write down their ideas and take turn sharing them with the grop |
nominal group technique |
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Interactions among team members and individuals and groups who are not part of the team |
Boundary spanning |
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The interpersonal activities that promote the accomplishment of team tasks but do not involve task accomplishment itself |
Teamwork processes |
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Teamwork processes, such as motivating and confidence building, that focus on the management of relationships among team members |
Interpersonal processes |
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The process by which information and meaning is transferred from a sender to a receiver |
communication |
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The interference with the messages being transmitted |
Noise |
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The pattern of communication that occurs regularly among each member of a team |
Network structure |
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Specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together |
Team states |
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The use of power and influence to direct the activities of followers toward goal achievement |
leadership |
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The ability to influence the behavior of others and resist unwanted influence in return |
Power |
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A form of organizational power based on authority or position |
Legitimate power |
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A form of organizational power based on the control of resources or benefits |
Reward power |
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A form of organizational power based on the ability to hand out punishment |
Coercive power |
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A form of organizational power based on expertise of knowledge |
expert power |
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A form of organizational power based on the attractiveness and charisma of the leader |
Referent power |
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The use of behaviors to cause behavioral or attitudinal change in others |
Influence |
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Individual actions directed toward the goal of furthering a person's own self-intrest |
Organizational politics |
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The ability to understand other and use of that knowledge to influence them to further personal or organizational objectives |
political skill |
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____ stems from a function of how assertive leaders want to be in pursing their own goals and how cooperative they are with regard to the concerns of others |
Conflict resolution |
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A process in which two or more interdependent individuals discuss and attempt to reach agreement about their differences |
negotiation |
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A process by which two parties resolve conflicts through the use of a specially trained, neutral third party |
Alternative dispute resolution |
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A process by which a third party facilitates a dispute resolution process but with no formal authority to dictate a solution |
Mediation |
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A process by which a third party determines a binding settlement to a dispute between two parties |
Arbitration |
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A theory describing how leader-member relationships develop over time on a dyadic basis |
Leader-member exchange theory |
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The phase in a leader-follower relationship when a leader provides an employee with job expectations and the follower tries to meet those expectations |
Role taking |
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The phase in a leader-follower relationship when a follower voices his or her own expectations for the relationship, resulting in a free-flowing exchange of opportunities and resources for activities and effort |
Role making |
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The degree to which the leader's actions result in the achievement of the unit's goal, the continued commitment of the unit's employees, and the development of mutual trust, respect, and obligation in leader-member dyads |
Leader effectiveness |
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A leadership style where the leader makes the decision alone without asking for opinions or suggestions of the employees in the work unit |
autocratic leader decision-making style |
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A pattern of behavior where the leader defines and structures the roles of employees in pursuit of goal attainment |
initiating sturcutre |
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A pattern of behavior where the leader creates job relationships characterized by mutual trust, respect for employees ideas, and consideration of employee feelings |
Consideration |
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A pattern of behavior where the leader inspires follower to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives |
Transformational leadership |
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A pattern of behavior where the leader rewards or disciplines the follower based on performance |
Transnational leadership |
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When the leader avoids leadership duties altogher |
Laissez-faire leadership |
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When the leader arranges to monitor mistakes and errors actively and takes corrective action with required |
Active management by exception |
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When the leader waits around for mistakes and errors and then takes corrective action as necessary |
Passive management-by-exception |
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Situation characteristics that reduce the importance of the leader while simultaneously providing a direct benefit to employee performance |
Substitutes |
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stitutional characteristics that reduce the importance of the leader and do not improve employee performance in any way |
Neutralizers |
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Formally dictates how jobs and tasks are divided and coordinated between individuals and groups within the company |
Organizational structure |
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A drawing that represents every job in the organization and the formal reporting relationships between those jobs |
Organizational chart |
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The degree to which tasks in an organization are divided into separate jobs |
Work specialization |
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Answer to the question of "who reports to whom" and signifies formal authority relationship |
Chain of Command |
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represents how many employees each manager in the organization has responsibility for |
span of control |
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Refers to where decisions are formally made in organizations |
centralization |
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The degree to which rules and procedures are used to standardize behaviors and decisions in an organization |
Formalization |
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Efficient, rigid, predictable, and standardized organizations that thrive in stable environments |
mechanistic organizations |
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Flexible, adaptive, outward-focused organizations that thrive in dynamic environments |
Organic organizations |
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The process of creating, selecting, or changing the structure of an organization |
Organizational design |
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The outside environment, including customers, competitors, suppliers, and distributors, which all have an impact on organizational design |
Business environment |
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An organization's objectives and goals and how it tries to capitalize on its assets to make money |
Company Strategy |
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An organizational form that features one person as the central decision making figure |
simple structure |
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An organizational form that exhibits many of the facets of a mechanistic organization |
Bureaucratic structure |
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A complex form of organizational structure that combines a functional and multi divisional grouping |
Matrix structure |
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The process of changing an organization's stucture |
Restructuring |
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The shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees |
Organizational culture |
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Aspects of an organization's culture that employees and outsiders can easily see or talk about |
Observable artifacts |
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The beliefs, philosophies, and norms that a company explicitly states |
Espoused values |
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The ingrained beliefs and philosophies of employees |
Basic underlying assumptions |
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The degree to which employees agree about how things should happen within the organization and behave accordingly |
Culture strength |
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A culture created within a small subset of the organization's employees |
Subculture |
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When a subculture's values do not match those of the organization |
Counterculture |
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A theory that states that employees will be drawn to organizations with cultures that match their personality |
ASA framework (attraction-selection-attrition) |
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The primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization's culture |
Socialization |
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The degree to which a person's values and personality match the culture of the organization |
Person-organization fit |
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The process of ensuring that a potential employee understands both the positive and negative aspects of the potential job |
Realistic job previews |
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A common form of training during which new hires learn about the organization |
newcomer orientation |
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The process by which a junior-level employee develops a deep and long lasting relationship with a more senior level employee within the organization |
Mentoring |
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_____ takes all of the correlations found in studies of a particular relationship and calculates a weighted average of them |
Meta-Analysis |
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______ argues that scientific findings should form the foundation for management education |
Evidence- based management |
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Field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations |
Organizational Behavior |
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Field of study that focuses on the applications of organizational behavior theories and principles in organizations |
Human resource management |
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Field of study devoted to exploring the product choices and industry characteristics that affect an organization's profitability |
Strategic management |
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A model that argues that rare and inimitable resources help firms maintain competitive advantage |
Resource-based view of organizations |
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A collection of verbal and symbolic assertions that specify how and why variables are related, as well as the conditions in which they should and should not relate |
Theory |
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Written predictions that specify relationships between variables |
Hypotheses |
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Describes the statistical relationship between two variables |
Correlation |
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employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment |
Job Performance |
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________ Involves well-known responses to normal job demands that occur in predictable way |
Routine Task performance |
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Voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting in which work takes place |
Citizenship behaviors |
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Employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces |
Task Performance |
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Thoughtful responses by an employee to unique or unusual task demands |
Adaptive task performace |
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The degree to which individuals develop ideas or physical outcomes that are both novel and useful |
Creative task performance |
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A process by which an organization determines requirements of specific jobs |
Job analysis |
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Going beyond normal job expectations to improve operations of the organization, as well as defending the organization and being loyal to it |
Organizational Citizenship behaviors |
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Going beyond normal job expectations to assist, support, and develop coworkers and colleagues |
Interpersonal citizenship behaviors |
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Employee behaviors that intentionally hinder organizational goal accomphishment |
Counterproductive behavior |
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Jobs that primarily involve cognitive ability versus physical activity |
Knowledge jobs |
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A management philosophy that bases employee evaluations on whether specific performance goals have been met |
Management by objective |
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use of examples of critical incidents to evaluate an employee's job performance behaviors directly |
Behaviorally anchored rating scale (BARS) |
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A performance evaluation system that uses ratings provided by supervisors, coworkers, subordinates, customers, and the employees themselves |
360-degree feedback |
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A performance management system in which managers rank subordinates relative to one another |
Forced Ranking |
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The desire to remain a member of an organization due to emotional attachment and involvement is called _______ commitment |
Affective |
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The ______ model suggests that employees with fewer bonds will be most likely to quit the organization |
Erosion |
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______ is a positive emotional state resulting from the appraisal of one's job or job experiences |
Job Satisfaction |
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Employee actions that are intended to avoid work situations |
Withdrawal behavior |
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The people, places, and things that inspire a desire to remain a member of an organization |
Focus of commitiment |
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An employee's desire to remain a member of an organization due to an awareness of the costs of leaving |
Continuance commitment |
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An employee's desire to remain a member of an organization due to feelings of obligation |
Normative Commitment |
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A model that suggest that employees with direct linkages to coworkers who leave the organization will themselves become more likely to leave |
Social influence model |
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Mentally escaping the work environment |
Psychological withdrawal |
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A physical escape from the work environment |
Physical withdrawl |
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A model that predicts that the various withdrawal behaviors are uncorrelated; |
Compensatory forms model |
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A model indicating that the various withdrawal behaviors are positively correlated; |
Progression model |
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The degree to which employees believe that the organization values their contributions and cares about their well-being |
Perceived organizational support |
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Things that people consciously or unconsciously want to seek or attain |
Values |
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A theory that argues that job satisfaction depends on whether the employee perceives that his or her job supplies those things that he or she wants |
Value-percept theory |
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According to the job characteristics theory, the degree to which the job provides freedom, independence, and discretion to the individual performing the work is known as |
Autonomy |
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A psychological state reflecting one's feelings about work tasks, goals, and purposes, and the degree to which they contribute to society and fulfill one's ideals and passions |
Meaningfulness of work |
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A theory that argues that five core characteristics combine to result in high levels of satisfaction with the work itself; characteristics; variety, identity, significance, autonomy, and feedback |
Job Characteristics Theory |
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The degree to which employees desire to develop themselves further |
Growth need strength |
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When job duties and responsibilities are expanded to provide increased levels or core job characteristics |
Job Enrichment |
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Proactively shaping and molding the characteristics contained within one's job |
Job Crafting |
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States of feeling that are mild in intensity, last for an extended period of time, and are not directed at anything |
Moods |
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Intense feelings, often lasting for a short duration, that are clearly directed at someone or some circumstance |
Emotions |
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A theory that describes how workplace events can generate emotional reactions that impact work behavior |
Affective events theory |
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When employees manage their emotions to complete their job duties successfully |
Emotional labor |
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The idea that emotions can be transferred from one person to another |
Emotional contagion |
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The degree to which employees feel a sense of happiness with their lives in general |
Life Satisfaction |
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The psychological responses to demands when there is something at stake for the individual, and where coping with these demands would tax or exceed the individual's capacity |
Stress |
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Coping strategies can be viewed as either ______ or ______ focused |
Problem or emotion |
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Demands that cause the stress response |
Stressors |
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Negative consequences of the stress response |
Strain |
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A theory that explains how stressful demands are perceived and appraised, as well as how people respond to the perceptions and appraisals |
Transactional theory of stress |
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Stressors that tend to be appraised as thwarting progress towards growth and achievement |
Hindrance stressors |
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Stressors that tend to be appraised as opportunities for growth and achievement |
Challenge stressors |
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A form of role conflict in which the demands of a work role hinder the fulfillment of the demands in a family role (or vice versa) |
Work-family conflict |
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Behaviors and thoughts used to manage stressful demands and the emotions associated with the stressful demands |
Coping |
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Physical activities used to deal with a stressful situation |
Behavioral coping |
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Thoughts used to deal with a stressful situation |
Cognitive Coping |
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Behaviors and cognition of an individual intended to manage the stressful situation itself |
Problem-focused coping |
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Behaviors and cognition of an individual intended to help manage emotional reactions to stressful demands |
Emotion-focused coping |
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The emotional, mental, and physical exhaustion from coping with stressful demands on a continuing basis |
Burnout |
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The help people receive from others that can be used to address stressful demands directly |
Instrumental support |
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The empathy and understanding that people receive from others that can be used to alleviate emotional distress from stressful demands |
Emotional support |
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Motivation is a critical consideration because effective job performance is largely a function of _______ and ______ |
Motivation and ability |
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Motivation has a _______ effect on job performace |
Strong Positive |
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A set of energetic forces that determine the direction, intensity, and persistence of an employee's work effort |
Motivation |
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A term commonly used in the contemporary workplace to summarize motivation levels |
Engagement |
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A theory that describes the cognitive process employees go through to make choices among different voluntary responses |
Expectancy Theory |
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The belief that exerting a high level of effort will result in successful performance on some tasks |
Expectancy |
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The belief that a person has the capabilities needed to perform the behaviors required on some task |
Self-efficacy |
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Groupings or clusters of outcomes viewed as having critical psychological or physiological consequences |
Needs |
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Desire to put forth work effort due to some contingency that depends on task performance |
Extrinsic Motivation |
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Desire to put forth work effort due to the sense that task performance serves as its own reward |
Intrinsic Motivation |
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The idea that money can have symbolic value in addition to economic value |
Meaning of money |
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A theory that views goals as the primary drivers of the intensity and persistence of effort |
Goal setting theory |
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Goals that stretch an employee to perform at his or her maximum level while still staying within the boundaries of his or her ability |
Specific and difficult goals |
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A theory that suggests that employees create a mental ledger of the outcomes they receive for their job inputs, relative to some comparison other |
Equity Theory |
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An internal tension that results from being over-rewarded or under-rewarded relative to some comparison other |
Equity distress |
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A re-evaluation of the inputs an employee bring a job, often occurring in response to equity distress |
Cognitive distortion |
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An energy rooted in the belief that tasks are contributing to some larger purpose |
Psychological empowerment |
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The willingness to be vulnerable to an authority based on positive expectations about the authority's actions and intentions |
Trust |
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The perceived fairness of an authority's decision making |
Justice |
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The degree to which the behaviors of an authority are in accordance with generally accepted moral norms |
Ethics |
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The prominence of an organization's brand in the minds of the public and the perceived quality of its goods and services |
Reputation |
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Trust that is rooted in one's own personality, as opposed to a careful assessment of the trustee's trustworthiness |
Disposition- based trust |
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Trust that is rooted in a rational assessment of the authority's trustworthiness |
Cognition-based trust |
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Trust that depends on feelings toward the authority that go beyond rational assessment |
Affect-based trust |
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The perceived fairness in decision making outcomes |
Distributive Justice |
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The perceived fairness of decision making processes |
Procedural Justice |
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The perceived fairness of the interpersonal treatment received by employees from authorities |
Interpersonal Justice |
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The sustained display of hostile verbal and nonverbal behaviors on the part of supervisors, excluding physical contact |
Abusive supervison |
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A model that argues that ethical behaviors result from the multistage sequence of moral awareness, moral judgement, moral intent, and ethical behavior |
Four-component model of ethical decision making |
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A perspective that acknowledges that the responsibility of a business encompasses the economic, legal, ethical, and citizenship expectations of society |
Corporate social responsibility |
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When employees expose illegal actions by their employer |
Whistle blowing |
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A relatively permanent change in an employee's knowledge or skill that results from experience |
Learning |
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The process of generating and choosing from a set of alternatives to solve a problem |
Decision making |
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Knowledge that is easily communicated and available to everyone |
Explicit knowledge |
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Knowledge that employees can only learn through experience |
Tacit knowledge |
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Theory that argues that people in organizations learn by observing others |
Social learning theory |
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A step by step approach to making decisions that is designed to maximize outcomes by examining all available alternatives |
Rational decision making model |
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Decisions that are somewhat automatic because the decision maker's knowledge allows him or her to recognize the situation and the course of action can be taken |
Programmed decisions |
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Non-programmed decision Decisions made by employees when a problem is new, complex, or not recognized |
Non-programmed decision |
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The notion that people do not have the ability or resources to process all available information and alternatives when making a decision |
Bounded rationally |
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When a decision chooses the first acceptable alternative considerd |
Satisficing |
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A theory that people identify themselves based on the various groups to which they belong and judge others based on the groups they associate with |
Social identity theory |
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Simple and efficient rules of thumb that allow one to make decisions more easily |
Heuristics |
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The tendency for people to judge others behaviors as being due to internal factors such as ability, motivation, or attitudes |
Fundamental attribution error |
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When one attributes one's own failures to external factors and success to internal factors |
Self-serving bias |
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A common decision-making error in which the decision maker continues to follow a failing course of action |
Escalation of commitment |
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A systematic effort by organizations to facilitate the learning of job related knowledge and behavior |
Training |
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Prioritize communion striving (obtaining acceptance in social relationships) |
Agreeableness |
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Associated with negative affectivity and stress |
Neuroticism |
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Prioritize status striving (obtaining power and influence) |
Extraversion |
