Term
|
Definition
| An interdisciplinary field dedicated to better understanding and managing people at work |
|
|
Term
|
Definition
Growth in Employment
Scientific Management |
|
|
Term
|
Definition
Labor Shortages in Business
Labor Surplus in the Military |
|
|
Term
| Dependent Variables in OB |
|
Definition
| Productivity, absenteeism, turnover, deviance, OCBs, job satisfaction |
|
|
Term
| Independent Variables in OB |
|
Definition
| Individual, group, and organizational influences |
|
|
Term
| Examples of OB helping managers |
|
Definition
People’s dispositions affect their job satisfaction.
Making group rewards contingent on individuals’ performance decreases social loafing (i.e., improves individuals’ performance). |
|
|
Term
|
Definition
| Employees have emotional needs |
|
|
Term
|
Definition
|
|
Term
|
Definition
| People dislike work, they are lazy & avoid work, punishment is how to motivate people, constant supervision is necessary, people like to be directed, they don’t want responsibility |
|
|
Term
|
Definition
| Work is a natural activity, people are capable of self-direction & self control if they are committed to objectives, rewards increase commitment, typical members of populations have creativity and ingenuity. |
|
|
Term
|
Definition
| focuses on continuous,customer centered, employee driven improvements |
|
|
Term
|
Definition
|
|
Term
| Demings Statement about problems |
|
Definition
| When problems arise, there is an 85% change that the system (management, rules or machinery) is to blame and only a 15% chance that it is the employees fault |
|
|
Term
|
Definition
Do it right the first time,
Listen to and learn from customers and employees,
Make continuous improvement an everyday practice,
Build teamwork, trust and mutual respect |
|
|
Term
|
Definition
| running entire business via the internet |
|
|
Term
|
Definition
| buying and selling goods and service over the internet |
|
|
Term
| Why is E-business a organizational issue |
|
Definition
| because it offers employees access to information, flattens organizational structures, relies on collaboration and knowledge sharing. |
|
|
Term
|
Definition
| the productive potential of one's knowledge and actions |
|
|
Term
| Why is human capital important |
|
Definition
Knowledge workers fuel the economy
There is a decline in knowledge workers |
|
|
Term
|
Definition
| The productive potential of strong, trusting, and cooperative relationships. |
|
|
Term
| Building human and social capital occurs through |
|
Definition
| Learning programs, support for knowledge work, innovative organizational structures and open communication, to name a few sources. |
|
|
Term
|
Definition
| Process of working with and through others to achieve organizational objectives efficiently and ethically |
|
|
Term
|
Definition
Functions
They plan, organize, lead, and control.
Skills
They need conceptual, technical, and human skills |
|
|
Term
| Contingency Approach to Management |
|
Definition
| the best way to manage depends on the situation at hand |
|
|
Term
|
Definition
| The host of individual differences that make us similar and different from each other |
|
|
Term
|
Definition
Personality (rather stable set of characteristics that make up our identity).
Internal (outside of our control): gender, ethnicity, race, physical ability, sexual orientation, age…
External (personal characteristics that can be changed): personal habits, religion, income, work experiences
Organizational: functional level, work content, work location, management status, etc. |
|
|
Term
| Surface level of Organizational Diversity |
|
Definition
Race/ethnicity
Gender
Age
Physical disabilities |
|
|
Term
| Deep level of Organizational Diversity |
|
Definition
Education
Skills/abilities
values/attitudes
Tenure
Functional background
Personality
Sexual Orientation |
|
|
Term
|
Definition
| prohibits sexed base wage discrimination |
|
|
Term
| Tital VII of Civil Rights Act |
|
Definition
| prohibits employment discrimination based on race, color, religion, sex |
|
|
Term
|
Definition
|
|
Term
|
Definition
| allows individuals to seek monetary damages in the case of intentional employment discrimination. |
|
|
Term
|
Definition
| Aimed at giving management a chance to correct an imbalance, injustice, mistake, or discrimination that occurred in the past |
|
|
Term
| EEO Legislation caused an increase in _______ |
|
Definition
|
|
Term
| Most common independent variables |
|
Definition
| age, sex, race and ethnicity and background |
|
|
Term
| Most common dependent variables |
|
Definition
| organizational processes and outcomes. |
|
|
Term
| Willaims and O'reily's major findings (1) |
|
Definition
| There is substantial evidence from both lab & field studies conducted over the past four decades that variations in group composition can have important effects on group functioning. |
|
|
Term
| Willaims and O'reily's major findings (2) |
|
Definition
| At the micro-level, increased diversity typically has negative effects on the ability of the group to meet its members’ needs and to function effectively over time. |
|
|
Term
|
Definition
| Increased Creativity (the theory is that if group members have different functional backgrounds, the potential for creativity increases |
|
|
Term
|
Definition
| Decreased satisfaction & identification with the group, increased turnover, lower levels of cohesiveness, reduced within-group communication, decreased cooperation, and higher levels of conflict |
|
|
Term
|
Definition
| leads to greater turnover of diverse individuals |
|
|
Term
|
Definition
| mixed results: diversity of information functionally dissimilar individuals bring to the group improves creativity, but decreases identification |
|
|
Term
|
Definition
|
|
Term
|
Definition
| = mixed results depending on gender of study participant. Gender diversity has negative effects on satisfaction for male participants |
|
|
Term
| Racial and Ethnic Diversity |
|
Definition
| research on impact is inconclusive |
|
|
Term
| Social Categorization Theory |
|
Definition
| Variations in the demographic composition of work groups or teams affects group processes (e.g., conflict cohesion, communication) and that this process, in turn, affects group performance |
|
|
Term
| Managing Diversity entails |
|
Definition
| enabling people to perform up to their maximum potential |
|
|
Term
| Managing Diversity asks that |
|
Definition
| all employees become aware of diversity and celebrate diversity |
|
|
Term
| Diversity Training usually involves |
|
Definition
| Roll Playing, Self awareness activities, and awareness activities |
|
|
Term
| Organizational Culture is |
|
Definition
| A system of shared meaning held by members that distinguishes the organization from other organizations |
|
|
Term
| Organizational Culture Dimensions |
|
Definition
Innovation and Risk Taking
Stability
Attention To Detail
Orientation Aggressiveness |
|
|
Term
Organizational Culture Dimensions
Innovation and Risk Taking |
|
Definition
| – degree to which employees are encouraged to be innovative and take risks. |
|
|
Term
Organizational Cultures Dimensions
Stability |
|
Definition
| – degree to which organizational activities emphasize maintaining the status quo in contrast to growth |
|
|
Term
Organizational Cultures Dimensions
Attention to Detail |
|
Definition
| - degree to which employees are expected to exhibit precision, analysis, and attention to detail |
|
|
Term
Organizational Cultures Dimensions
Orientation |
|
Definition
Outcome—degree to which management focus on results or outcomes rather than on the techniques and processes used to achieve these outcomes.
People – degree to which management decisions take into consideration the effect of outcomes on people within the organization.
Team – degree to which work activities are organized around teams rather than individuals |
|
|
Term
Organizational Cultures Dimensions
Aggressiveness |
|
Definition
| degree to which people are aggressive and competitive rather than easygoing. |
|
|
Term
| Functions of Organizational Culture |
|
Definition
Identity
Commitment
Stability
Defining Boundaries |
|
|
Term
|
Definition
| Formation and Perpetuation |
|
|
Term
| How individuals learn culture |
|
Definition
Stories
Rituals and Ceremonies
Material Symbols
Language or Jargon
Statements of Principle |
|
|
Term
| Positive effects of culture |
|
Definition
Help Strategy Implementation
Job Satisfaction, Commitment, and Motivation |
|
|
Term
| Negative effects of culture |
|
Definition
Hurt Strategy Implementation
Inhibiting Diversity
Blocking Mergers & Acquisitions
Inhibiting Change |
|
|
Term
|
Definition
Selecting new employees.
Training employees.
Evaluating employee performance |
|
|
Term
| Methods of selecting employees |
|
Definition
Lecture
Programmed Instruction
Behavioral Modeling
Social Learning Theory
Behavioral Simulation |
|
|
Term
|
Definition
Critical Incidents
Graphic Rating Scales
Behaviorally Anchored Rating Scales (BARS)
Forced Comparisons |
|
|
Term
|
Definition
| Conscientiousness is a better predictor of employee performance than intelligence. |
|
|
Term
|
Definition
| Companies that screen job applicants for values have higher performance than those that screen for intelligence |
|
|
Term
|
Definition
| Integrity tests don’t work well in practice because so many people lie on them |
|
|
Term
|
Definition
| Integrity tests have adverse impact on racial minorities |
|
|
Term
|
Definition
| Encouraging employees to participate in decision making is more effective for improving organizational performance than setting performance goals |
|
|
Term
|
Definition
| Most errors in performance appraisal can be eliminated by providing training that describes the kinds of errors managers tend to make and suggesting ways to avoid them |
|
|
Term
|
Definition
| If employees are asked how important pay is to them, they are likely to overestimate its true importance. |
|
|
