Term
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Definition
| Lower needs take precedence over the high needs. Physiological needs are the lowest, self actualization needs the highest. Psyiological needs, Security needs, Love or social needs, Esteem needs, Self actualization |
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Term
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Definition
| Three basic needs: existence, personal growth, relatedness |
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Term
| Intrinsic - Extrinsic (Deci) |
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Definition
Extrinsic requires reinforcement from outside
Intrinsic reinforcement comes from the task itself |
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Term
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Definition
| Theory that attempts to explain relational satisfaction in terms of perceptions of fair/unfair distributions of resources within interpersonal relationships; employees seek to maintain equity between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes of others |
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Term
| Expectancy Theory (Vroom) |
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Definition
Proposes that a person will decide to behave or act in a certain way because they are motivated to select a specific behavior over other behaviors due to what they expect the result of that selected behavior will be
Behavior= drive*habit strength |
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Term
| Achievement affiliation and power |
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Definition
Only 1 type of motivation= arousal.
3 social expressions achievement, affiliation, power |
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Term
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Definition
Specific vs. vague goals
High goals higher performance
“realism” is the limit
who sets the goals? participation, supervisors set higher goals
*tracking progress toward goals, feedback. *achievement people won’t set EXTREME goals, rather they will set goals that can be attained |
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Term
| Job redesign Yerkes Dodson law |
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Definition
| An empirical relationship between arousal and performance, dictates that performance increases with physiological or mental arousal, but only up to a point; when levels of arousal become too high, performance decreases. |
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Term
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Definition
| two certain factors in the workplace two factor theory hygiene solved the dissatisfaction, but did not make you satisfied. Satisfied did not make you not dissatisfied. |
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Term
| Job characteristics theory |
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Definition
-skill variety
-task identity
-task significance
-autonomy
-job feedback |
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Term
| Societechnical systems theory |
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Definition
| Relationship between people and technology |
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Term
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Definition
| A volunteer group composed of workers, usually under the leadership of their supervisor, who are trained to identify, analyze, and solve work-related problems and present their solutions to management in order to improve the performance of the organization, and motivate and enrich the work of the employees. When matured, true quality circles become self-managing, having gained the confidence of the management. |
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Definition
| A group encouraged to manage its own work and working practices; involving the working team to decide for itself how the work should be carried out, and distributed among members. |
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Definition
Hammer and Champy
More tech than solo
Used technology to make radical changes in the operations
Remove redundancy inherited with mergers
Vertical as well as horizontal |
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Term
| Career related : Values Career themes, Strong Campbell |
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Definition
| Your personality inventory will depend on what job would be best suited for you. It is a test |
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Term
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Definition
Five topics to ask about job satisfaction (without saying job satisfaction)
Pay, promotion, supervision, co-workers, work itself
Pay
promotion
people
the job itself
supervision |
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Term
| Intrinsic V extrinsic satisfaction |
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Definition
| intrinsic work itself, extrinsic pay, promotion |
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Term
| Satisfaction and absenteeism |
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Definition
| Related to intrinsic satisfaction (either questionnaire), not generally related to extrinsic satisfaction, effect size: average r~.45 |
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Term
| Satisfaction and turnover |
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Definition
| Related to both intrinsic and extrinsic satisfaction, effect size: r~.50 |
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Term
| Satisfaction and performance |
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Definition
| Important to establish that happy people are better workers, vroom, 1964: median r=.14, positive and negative relationships, validity generalization update. Late 1980s, average r=.28 |
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Term
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Definition
Job satisfaction, thinking of quitting, intention to search, intention to quit/stay, quit-stay
And along the way, outside environment will play a role… probability of finding an acceptable alternative, age, tenure |
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Term
| Steers - Rhodes Absenteeism model |
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Definition
| Based on over 100 studies published through 1978, ability to attend, motivation to attend |
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Term
| Organizational commitment |
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Definition
| Extent to which an individual internalizes and identifies with the organization, its goals, and its needs |
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Term
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Definition
Humanistic work should be meaningful
Marxist-exploitative management and business serve to exploit the masses
Marxist-participative workers should have a voice in decisions (especially with issues such as safety and health) panels, meetings with management, form a union. [humanistic thinking workers should do the whole job, including the smart parts]
Protestant work ethic work is reason for existence, content notwithstanding, independence is valued
Leisure work is only a necessity, life begins after 5 p.m. |
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Term
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Definition
Cannot trust authority figures, look out for oneself, lack of confidence in business and social institutions
Brought on by people being held to: unrealistic expectations
disillusionment
feelings of betrayal
self-fulfilling prophecy
[underlying signs of depression in the extreme]
2 basic groups of cynics:
1)those who actively exploit and deceive others and
2)those who employ defense mechanisms to cope
cynicism no particular personality trait or political affiliation, protestant work ethic[the people with this work ethic are ones who will push the boundaries of the system, the boundaries will push back on you), job absence, low job satisfaction |
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Term
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Definition
| Unspoken rules that teams adopt to regulate members behavior. |
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Term
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Definition
| the degree to which team members desire to remain in the team and are committed to the team goal. Teams are characterized by stability, pride in the team, feeling of unity and satisfaction hold the team together. |
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Term
| Creative problem solving groups |
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Definition
| better if you have many types of personalities in group, with different viewpoints, potential problem could be offset with conflict. |
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Term
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Definition
| Who is going to be the first person to step up to a task. |
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Term
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Definition
| team members assume that others members will bear the burden. Usually around large groups. |
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Term
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Definition
| when team members expend their energies in different directions or fail to synchronize their work |
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Term
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Definition
we learn something important inadvertently while trying to learn something else explicitly
-New: a group process of co-adaptation and mutual entrainment |
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Term
| Game theory and Prisoners dilemma |
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Definition
People make decisions that will optimize their own outcomes
-the utility associated with an option usually depends on which options are selected by one or more economic agents
-types of games are defined by their utility
-some types of coordination:
-mixed motive: prisoner’s dilemma- cooperation vs. competition
-pure cooperation Intersection and Stag Hunt |
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Term
| Cooperative games: intersection, stag hund, bandwagon |
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Definition
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Term
| Intersection games and nonlinear theory |
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Definition
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Term
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Definition
Verbal groups displayed greater learning over time
-verbal groups learned faster, sharper learning curves
-verbalization did not compensate for replacement of personnel
No difference in levels of leadership emergence between the verbal and nonverbal groups!! |
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Term
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Definition
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Term
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Definition
| Result of non linear paridigm, because they cant; structure their thoughts they have to get selves together. |
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Definition
| Leaders use change management |
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Term
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Definition
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Term
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Definition
male, sits at the head of the table and talks a lot
-no longer just male, still does sit at the head of the table, talks and listens |
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Term
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Definition
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Term
| Leadership styles (Lewin and others) |
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Definition
Autocratic -authoritarian leadership, is a leadership style characterized by individual control over all decisions and little input from group members. Autocratic leaders typically make choices based on their own ideas and judgments and rarely accept advice from followers. Facilitative - leader helps achieve goals
Laissez - Faire - permissive let them do what they want. |
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Term
| Structure and consideration |
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Definition
| Stucture organizing and planning the work. Consideration peoples needs interest abilities and views. |
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Term
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Definition
| they can be dedicated to workers, or production can be extreme or midway. |
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Term
| Group and individual development |
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Definition
| groups outperform the most competent individual only 50% of the time (physical, not intellectual) |
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Term
| Fiedler's contingency theory |
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Definition
| Leader and member relationships, tasked structured is how they lay out relationship 1. decision (how good was the decision 2. path goal multiplicity, ( whats the goal how many ways can we get there). 3 Solution specificity ( is there one right answer.) 4 Position of power of the leader, ( people in leadership have power but shouldn't have too much. ) |
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Term
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Definition
| It’s best to be skilled in a variety of leadership styles, use the best style for the situation, role of leadership is to help the group get its job done, define paths and goals, remove barriers for the group |
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Term
| Types of power in organizations |
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Definition
Reward you have the power to reward people with raises or promotions
Coercive you can withhold rewards
Legitimate the rights and obligations associated with your particular job
Referent do the members of the group see the leader as a role model
Expert somebody who knows “stuff”; probably a leader because everybody went to these people when they needed to know something
Incremental influence= referent + expert = charisma |
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Term
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Definition
| Using things like rewards and punishments, and incentive programs more traditional uses. |
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Term
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Definition
Idealized influence
Inspirational motivation
Intellectual stimulation
Individual consideration
Visionary leader envision:
New end points
Ways of getting there
Organizational processes necessary to get there
*visionary has to have more than just an idea, they need to know what to do in order to get it done. |
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Term
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Definition
French and Raven: “incremental influence”=expert power+referent power
McClelland: power motivation+socialized power motivation
Bass: the transformational leader
Conger and Kanungo: characteristics of charismatic leadership:
agent of radical change
strive to change the status quo
assessment of environment
sensitivity to follower’s needs
idealized future vision
strong articulation of positions
takes personal risks
unconventional power |
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Term
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Definition
Many of the regular charismatic qualities, and followers are easily duped
Narcissistic agenda
Misguided reading of the environmental signals predisposes groups to mistakes
Sensitive to followers in order to manipulate them better |
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Term
| Leadership problems , 2007 |
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Definition
Is emergency person-specific or situational? Standard lit. supports both answers
What about followers? Under-researched, the only psychotic practices leadership in vacuum
What is the connection with creativity? Role of leader is to brig out creative side
Why are some charismatic people such poor performers? |
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Term
| Distribution of emergent leaders |
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Definition
High frequency of non-leaders, low frequency of secondary leaders, lowest frequency of primary leaders
Skill leaders vs. process leaders. Primary and technical leaders |
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Term
| Swallowtail model of leadership emergence |
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Definition
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Term
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Definition
| conflict resolution scholars tend to ignore cultural differences in their attempts to develop universally applicable models of conflict resolution. |
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Term
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Definition
Leadership-member exchange focuses on the two way relationship between supervisors and subordinates. Leaders often develop relationships with each member of the group that they lead, and leader-member exchange theory explains how those relationships with various members can develop in unique ways.
Organizational development
What IS an organization (again)
No model, no rhyme or reason;
Mechanistic model assumes that a complex system can be understood by examining the workings of its individual parts
Humanistic model
Organic model flexible, value external knowledge
Complex adaptive system formed in order to adapt to the changing environment, and increase its survivability as a macro-structure |
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Term
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Definition
What IS an organization (again)
No model, no rhyme or reason;
Mechanistic model assumes that a complex system can be understood by examining the workings of its individual parts
Humanistic model
Organic model flexible, value external knowledge
Complex adaptive system formed in order to adapt to the changing environment, and increase its survivability as a macro-structure |
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Term
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Definition
| Group of specifically non-elected officials within a government or other institution that implements the rules, laws, ideas, and functions of their institution (aka- a government administrative unit that carries out the decisions of the legislature or democratically-elected representation of a state) |
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Term
| Lewins force field model of OD |
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Definition
| Pressure to change, resistance to change. Sometimes you need to introduce technology to make a change, but that is not easy because it costs money |
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Term
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Definition
Assumptions of human nature that underlie management politics and procedures
Theory x: the average human has an inherent dislike for work, needs to be coerced/threatened/punished, prefers to be directed by others, avoids responsibility, wants security above all else. (if you treat people like that, that’s the way they’ll act. Result: they won’t take initiative, productivity will be bad)
Theory y: work is natural, people will exercise self-direction, self-control in service of objectives, commitment is a function of rewards, average person seeks responsibility, ability to exercise imagination is widely distributes in the population. |
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Term
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Definition
exploitative authoritarian worst case scenario, autocratic management system. The boss speaks, everyone jumps, you use people and then throw them away
benevolent authoritarian the management is still autocratic, but there is something better… the take care of the employees and treat them better without giving them too much control. Employee benefits is a good idea etc, common in family owned organizations; patriarch still calls the shots, there is tension with family members who have been working there for a while and are upset at a lack of power
consultative they actually ask for your opinions and viewpoints, management still makes decisions but they seek input from people who have some experience (a step forward from last one)
participative let people make decisions, back them on decisions |
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Term
| Other organizational climate constructs |
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Definition
| things that could effect the group. How much the group reacts to reward , rigid or flexible, tight or loose control things that could effect the group dynamic. |
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Term
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Definition
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Term
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Definition
Individual autonomy
-Position structure (rigic v. flecible) teams are more flexible, independent workers more rigid
-Reward and achievement orientation (there should be rewards for achievement)
-Consideration, warmth, support
-Progressiveness, concern for development (some kind of growth imperative?)
-Degree of risk taking
-Right or loose control, closeness of supervision
Organizational culture
Similar in principle to ethnological cultures, “the way we do things here”, system of behaviors/stories/values/and meaning that have been attached to things, more stable than a “climate”, more of a corporate identiy component than a “climate” –group personality, may be related in part to the norms of the dominant occupational group |
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Term
| Pathological organizations |
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Definition
Paranoid organization very afraid of everything (government regulation, people, walls, other people knowing what you’re thinking, etc.)
Schizoid organization gets off on a plan and wanders off with it, doesn’t stick to it, cycle repeats itself. Nobody really knows what’s going on for an extended period of time (this is bad when there is a lot of change in a business just for the sake of change)
Depressed organization bad year after bad year, nobody is happy to be there, nobody is happy to work, people put work off, all negative
Compulsive organization bureaucracy gone wild. Control, following exact procedures, nobody even knows what the point is because they are focused on doing all of the work
Dramatic or hysterical organization gets very involved in something, very excited about it, puts all of their energy into a new plan, it’s a success and everyone is so happy, but the problem is that they are so happy that they tend to think everything they do is gold |
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Term
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Definition
Initiative of Edward Demming to raise organization’s consciousness about the value of quality workmanship and how to make it happen
Group performance
Statistical sense, objectivity
Achievement orientation |
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Term
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Definition
| Seeing the process step by step 6 circles. You can see what exactly went wrong in the process, and the best way to fix it. Specific circles. |
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Term
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Definition
Change shape of organization chart, reporting and supervision patterns, work flows
The quality circle intervention is an example of a structural change |
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Term
| Complex adaptive systems. |
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Definition
OLD WAY: outcomes are proportional in inputs, simple cause and effect, ignore/stifle random blips, maintain equilibrium and control
NEW WAY: little things can have big consequences, vice-versa, control variables that behave differently, emergent phenomena, it was no blip, navigate a repertoire of nonlinear change processes |
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