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Definition
1. Work is a natural activity
2. Employees are capable of self direction
3. People become committed to organizational goals
4. Employees generally don't dislike work |
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Definition
1. People dislike work
2. Most people must be controlled or threatened to get them to preform
3. People prefer to be directed |
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Term
| Contingency Approach to Management |
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Definition
| An approach that handles each case individually in the best way, and not in "one best way". |
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Definition
| A statistical pooling technique that permits behavioral scientists to draw general conclusions about certain variables from many different studies. |
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| Samples people from specific populations and have them answer surveys. |
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| An in-depth analysis of a single individual, group or organization. |
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Definition
|->Individual Factors-----|
You --->Group Factors------------> Performance
|->Organizational Factors-| |
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Definition
| The ability to accurately interpret ambiguous cross cultural situations. |
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Term
| Hofstede's Dimensions of Culture |
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Definition
1. Power Distance - How much inequality does someone expect?
2. Individualism vs. Collectivism - Focus on the individual or the group?
3. Masculinity vs Femininity - Does the society value stereotypical masculine traits or feminine ones?
4. Uncertainty Avoidance - How strongly does a person desire structured situations. |
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Term
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Definition
A study that attempted to gather empirical data on cultural differences. Also added a few dimensions to Hofsteed's work;
1. Gender Egalitarianism - Effort placed on reducing gender discrimination.
2. Assertiveness - How aggressive a culture is.
3. Future Orientation - How much effort is p;aced on future planning.
4. Performance Orientation - How much should people be rewarded for a task.
5. Human Orientation - How much should people be rewarded for being kind. |
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| High Context Vs Low Context Cultures |
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Definition
| High context cultures rely heavily on non verbal communications and social interactions while low contexts rely more on fine prints and official documents. |
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| Social Information Processing Model |
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Definition
| Selective Attention ->Encoding/Simplification -> Storage/Retention -> Retrieval/response |
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Definition
A stimuli that stands out form the rest.
ex) A 250 pound man in a aerobics class. |
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Definition
Ways we group ideas in our minds.
ex) Animals, People |
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Definition
| A persons mental picture of an event. |
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Definition
A rater forms an overall impression about an object then uses that impression to bias ratings about the object.
ex) Rating someones performance high because we happen to like them. |
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Definition
A personal characteristic that leads an individual to consistently evaluate other people or objects in an extremely positive fashion.
ex) A person rates someones performance high because they can't say bad things about another person. |
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Definition
The tendency to avoid all extreme judgement and rate people and objects as average or neutral.
ex) Rating someone average on all dimensions regardless of their performance. |
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Definition
A tendency to remember recent information. If the information happens to be negative, the person is seen in a negative light.
ex) Although a person preformed well the first week, his performance slipped this week and as a result he is rated badly. |
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Definition
The tendency to evaluate people or objects by comparing them with characteristics of recently observed people.
ex) Rating someone based on another persons performance. |
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Definition
| A thought or belief that arises automatically from our memory when presented with a situation. |
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Term
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Definition
| Suspected or inferred causes of behavior |
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| Kelly's Model of Attribution |
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Definition
Took the work of late theorist Heider who stated internal and external factors are the cause and added to it.
Consensus - Comparing your behavior to that of your peers.
Distinctiveness - The behavior shown when doing a project compared to others.
Consistency - Judging individual performance on a task compared to others. |
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Term
| Fundamental Attribution Bias |
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Definition
| A persons tenancy to attribute another persons behavior to his or her personal characteristics as opposed to situational factors. |
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Term
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Definition
A bias that results in a person taking more responsibility for a success than a failure.
ex) The success was due to my hard work but the failure was due to bad luck |
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Term
| The Big Five Personality Dimenstions |
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Definition
1. Extraversion
2. Agreeableness
3. Conscientiousness
4. Emotional Stability
5. Openness to Experience |
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Definition
| A person who is not affected by situation things and who acts on opportunities and show initiative. |
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Definition
| A persons belief in ones self to succeed or fail at a task. |
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Definition
Thing such as prior experiences (results), behavior models, persuasion from others and emotional states effect our self efficacy.
High - Set goals, Limit Stress, Plan ahead, Max effort etc.
Low - Passive, Don't try, Quit, Excuses Etc. |
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Term
| Internal Locus of Control |
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Definition
| A Person who believes they control the outcomes and happenings in their lives. |
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Term
| External Locus of Control |
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Definition
| People who believe their performances are beyond their control and a product of circumstance. |
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Term
| Affective Component of Attitudes |
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Definition
| Contains the feelings and emotions about a given object or situation. ex) How does ___ make you feel? |
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| Cognitive Component of Attitude |
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Definition
The evaluation of belief one has regarding a certain situation.
ex) What do you think about ___. |
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Term
| Behavioral Component of Attitude |
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Definition
How a persons intends to or expects to act towards someone or something.
ex) How to you intent to respond to ___. |
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Term
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Definition
| The psychological discomfort a person experiences when his or her attitudes or beliefs are incompatible with her behaviors. |
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Term
| Ajzen's Theory of Planned Behavior |
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Definition
Attitudes
Subjective Norms --> Intention --> Behavior
Perceived Behaviors |
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Term
| Integrated Model of Motivation |
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Definition
| Personal Factors (Ability, emotions, Attributes and Needs) and Contextual Factors (Cross-Cultural Values, Rewards, Group Norms, Leadership) leads to motivation/job satisfaction in the work place. |
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Term
| Maslow's Hierarchy of Needs |
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Definition
Proposed people are motivated by 5 basic needs;
Psychological -> Safety -> Love -> Esteem -> Self Actualization
Motivated by lowest need. |
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Term
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Definition
His need theory was broken down into 3 different areas.
Need for Achievement - People need to prove themselves through hard tasks.
Need for Affiliation - People who want to spend time joining groups, maintaining relationship and being liked. (Bad Managers)
Need for Power - Reflects a persons desire to teach, influence or encourage others. |
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Term
| Job Design/Re-design Motivation |
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Definition
| A top down approach where managers modified their employees jobs to increase motivation. |
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Term
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Definition
| Giving workers more variety by giving them more things to do. |
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Definition
| A type of enrichment that move employees between jobs/projects. |
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Term
| Job Enrichment - Motivators |
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Definition
| Things such as achievement and motivation that serve to motivate people. |
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Term
| Job Enrichment - Hygiene Factors |
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Definition
| Factors in a work place such as policy, salaries and relations lead to job dissatisfaction. |
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Term
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Definition
| Modifying a job in a way that an employee feels satisfaction and achievement. |
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Term
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Definition
| When a person feels internal motivation to do a task. |
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Term
| Job Characteristic - Skill Variety |
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Definition
| Does this job require me to use different skills? |
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Term
| Job Characteristics - Task Identity |
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Definition
| When a person works and sees the final outcome of his work. |
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Term
| Job Characteristics - Task Significance |
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Definition
| Does this job have an effect on people inside and outside of the company. |
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Term
| Job Characteristics - Autonomy |
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Definition
| The extent to which the job allows the worker to be free in aspects of the task. |
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Term
| Job Characteristics - Feedback |
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Definition
| Does this job enable me to receive proper feedback? |
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Term
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Definition
A bottom up approach where a person changes or modifies her/her own job.
1. Switching Tasks
2. Interacting Modification (Nurse)
3. Bound Extension |
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Term
| Components of Job Satisfaction |
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Definition
1. Expectation discrepancies
2. Value Attainment
3. How they are treated
4. Personal Opinions |
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Term
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Definition
| A theory that states people strive for fairness in social situations. |
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Term
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Definition
| Reflects and individuals preferences for, tolerances for, and reactions to the level of equity associated with any given situation. |
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Definition
| The perceived fairness of how resources and rewards are distributed and allocated. |
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Definition
| The perceived fairness of the process and procedures use to make the allocation decisions. |
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Term
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Definition
| Weather or not people think they were treated fairly when decisions are made. |
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Term
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Definition
| People are motivated to behave in ways to produce the best/more desired outcomes. |
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Term
| Vroom's Expectancy Theory |
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Definition
Effort --> Performance --> Outcomes
Expectancy (Effort->Performance) - Will my efforts produce desired outcomes?
Instrumentality (Performance->Outcomes) - Am I doing enough to get this outcome?
Valence - Is this a desirable outcome? |
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Term
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Definition
| A management system that incorporates participation in decisions, goal setting and feedback. |
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Term
| Goal Setting Research - Goal Specificty |
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Definition
| Setting specific goals will result in better performance than vague goals. (9 cars vs. do your best) |
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Term
| Goal Setting Research - Feedback |
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Definition
| Getting feedback on difficult goals will help keep people on course and enable them to focus more. |
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Term
| Goal Setting Research - Who Sets the Goals and their effectivnessy |
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Definition
| Research finds that no matter who sets the goals, they still tend to be effective. |
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Term
| Goal Setting Research - Action Plans |
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Definition
| An outline of the activities and tasks that need to be completed to accomplish a goal. |
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Term
| Goal Setting Research - Goal Commitment |
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Definition
| When someone is committed to a goal, there performance is increased when compared to someone who isn't committed to the goal. |
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Term
| Improving Job Performance - A continuous Cycle |
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Definition
| Goal Setting --> Feedback/Coaching --> Rewards/Reinforcement |
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Term
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Definition
| Where lower ranked employees give feedback on the managers effectiveness/style. |
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Term
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Definition
| Where employees are given feed back from all levels and enables comparisons. |
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Term
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Definition
| Not only money rewards, but rewards from job growth and personal satisfactions. |
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Term
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Definition
| Rewards such as salaries, benefits and promotions. |
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Term
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Definition
| Rewards from with in such as work experiences, fulfillment and satisfaction. |
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Term
| Thorndike's Law of Effect |
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Definition
| Behaviors with favorable outcomes tends to repeat. |
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Term
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Definition
| When a person responds to a stimuli. |
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Term
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Definition
| Operating on the environment to produce desired outcomes. |
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