Chapter 1

Define 'Management'

Management is the process of working with and through others to achieve organizational objectives efficiently and ethically.

Chapter 1

Define 'contingency approach' as it relates to management techniques

Contingency approach calls for using management concepts and techniques in a situationally appropriate manner instead of trying to rely on one best way.

Calls for:

Avoiding the 'one best way' mentality

Learn from research and practice

Use methods that work best for EACH situation

Chapter 1

Define 'e-business'

involves using the Internet to facilitate every aspect of running a business

Chapter 1

Define 'e-commerce'

the buying and selling of products or services over electronic systems such as the Internet and other computer networks

Chapter 1

Define 'globalization'

the extension of business operations to markets around the globe 

Chapter 1

Define/describe 'Developmental Practices' in the workplace

focus on preparing diverse employees for larger/greater responsibilities & advancement

Chapter 1

What are 'Accountability Practices'

Relate to managers' responsibility to treat diverse employees fairly

Chapter 1

What is the purpose of 'Recruitment Practices'

Focus on attracting diverse job applicants at all levels

Chapter 1

Why is Personality at the center of the diversity wheel?

Because Personality is the most stable of the characteristics.

Chapter 1 

What is the 'Glass Ceiling'?

It is an invisible barrier ('glass') that can block qualified women and minorities from obtaining top management positions.

Chapter 11

 Define 'organizational culture'

the set of shared values, beliefs, and assumptions that underlie a company's identity 

Chapter 11

Define 'sustainability'

meeting humanity's needs without harming future generations

Chapter 11

Define mentoring

the practice of assigning a young or new employee to the care of a more experienced person who assists him/her in his career

Chapter 11

Define mission statement

a formal statement of philosophy, mission, and values that is a potential source of workplace culture

Chapter 11

Define organizational socialization

a 3 phase process by which employees learn an organization's values, norms, and required behaviours

Chapter 11

Define vision statement

a formal statement of philosophy, mission, and values that is a potential source of workplace culture

Chapter 11

Define/describe 'enacted values' in the workplace

represent the values and norms that are actually exhibited or converted into employee behaviour

Chapter 11

Give 2 purposes/functions of mentoring

career functions:

sponsorship

exposure and visibility

coaching

protection

challenging assignments

psychosocial functions:

role modeling

acceptance & confirmation

counseling

friendship

Chapter 11

List Feldman's 3 phases of organizational socialization

Phase 1: Anticipatory Socialization

Occurs before an individual joins an organization, and involves the information people learn about different careers, occupations, professions, and organizations.

Phase 2: Encounter

Begins when the employment contract has been signed.  During the encounter phase, employees come to learn what the organization is really like.  It is a time for recognizing unmet expectations and making sense of a new work environment.

Phase 3: Change and Acquisition

This phase requires employees to master important tasks and roles and to adjust to their work group’s values and norms.

Chapter 11 

Define/describe the ‘competing values framework’ 

The competing values framework is a model for identifying, classifiying and categorizing organizational cultures based on effectiveness (2 axes):

1. flexibility/direction versus stability/control

2. internal focus/integration versus external focus

Chapter 11 

What are the 4 functions/purposes of organizational culture?

1. organizational identity

2. collective commitment

3. social system stability

4. sense-making device

Chapter 11 

What are the 4 organizational types in the competing values framework?

1. clan

2. market

3. hierarchy

4. adhocracy

Chapter 11
Define 'Vision Statement'

A vision statement is sometimes called a picture of your company. Your vision statement is your inspiration and the framework for all your strategic planning. Unlike the mission statement, a vision statement is for you and the other members of your company, not for your customers or clients.

Chapter 12

Define 'centralized decision making'

decisions are made by a select few at the top of the organizational chart

common in mechanistic organizations

Chapter 12

Define 'closed system'

a relatively self-sufficient structure that does not seek assistance from outside itself

a bureaucracy is an example of a closed system

Chapter 12

Define 'decentralized decision making'

decisions are made by employees all over the organization chart

commonly used in organic organizations

Chapter 12

Define 'open system'

an interactive structure that must constantly interact with its environment to survive as it operates in a self-corrective, adaptable, and real time manner

there are 2 types: cognitive and biological

Chapter 12

Define 'organization'

a system of consciously coordinated activites of 2 or more people

all organizations have 4 common denominators:

1. coordination of effort

2. a common goal

3. division of labour

4. hierarchy of authority

Chapter 12

Define Division of Labour

each member of the organization is responsible for some of the organization's functions, with jobs being more specialized at lower levels than at higher levels

Chapter 12

Define bureaucracy

a tall organizational structure known for its division of labour, hierarchy of authority, formal framework of rules, and administrative impersonality

it is an example of a closed system

Chapter 12

Define departmentation

the organizing of work by grouping jobs together to gain greater efficiency and maintain effectiveness in providing customer service

Chapter 12

Define functional departmentation

when work is separated using the major functional areas as guides (marketing, accounting, production, human resources etc)

Chapter 12

Define hierarchy of authority

encompasses span of control, outlines who reports to whom, and delineates the official communication network

Chapter 12

Define outsourcing

when one (or more) department(s) within a structure is closed down and the work is redirected to an outside company to complete the task because of lower costs

Chapter 12

Define product departmentation

work is grouped together that falls within the same product line or service category

Chapter 12

Define span of control

the number of people reporting to a given manager

Chapter 12

Define the 'unity of command principle'

each employee should report to only one manager

Chapter 12

Describe the contingency approach to organizational design.

creating an effective organization that is a good fit with its environment and the customers it serves

there are 2 forms:

mechanistic organizations & organic organizations

Chapter 12

What are some characteristics of an organic style organization?

• more often successful in unstable environments
• flexibile networks of multitalented individuals
• people perform a variety of tasks
• tend toward decentralized decision making

Chapter 12

What are some characteristics of mechanistic organizations?

• more often successful in stable environments
• rigid bureaucracies with strict rules
• narrwoly defined tasks
• top-down communication
• tend toward centralized decision making

Chapter 12

What is an organization chart and what is it's purpose?

a boxes and lines illustration showing the chain of formal authority and division of labour

Chapter 1
Describe how the Human Relations Movement was significant to OB.

Chapter 1
What are the three historical stages of Organizational Behaviour?

1. Scientific Management Late 1800's to 1915

2. Human Relations Movement 1930's

3. Contingency Approach 1980 to Present

Chapter 2

Define 'Causal Attribution'

A model used to describe how a person attributes outcomes to a particular cause. The model has at least three dimensions with one dimension referring to stable-unstable causes, another to whether the locus of causality is internal or external, and a third to whether the causes are controllable or not. Therefore causes may he internal, stable, and controllable, internal, unstable, and controllable, and so on.

Chapter 2

Define 'perception'

-the process of interpreting one's environment

-how we perceive and make sense of ourselves and others

-also referred to as social cognition

Chapter 2

Define 'social cognition'

(aka social perception aka perception)

the study of how people perceive one another and is best described by the 4 Stage Process of Social Perception

Chapter 2

Define 'stereotype' or 'stereotyping'

A stereotype is a popular belief about specific social groups or types of individuals. It happens when a person assumes something about someone based on the group they perceive that person belongs to.
e.g.: all football players are 'jocks'

e.g.: all Scottish people are cheap/thrifty

Chapter 2

Define the perceptual error called 'leniency'

Chapter 2

Define/describe 'Self-Serving Bias'

The tendency for individuals to attribute their own
successes to internal factors while putting the blame for failures on external factors.

Chapter 2

Define/describe the perceptual error called 'Contrast Effect'

The tendency to evaluate people/objects by comparing them with characteristics of recently observed people/objects.

Think of Sandra's 'water' example.

or

You just had terrible service at McDonald's on Monday, so you expect to have terrible service again on Wednesday.

or

You just experienced excellent help at Home Depot so when you go to Loew's the next day by contrast, their service seems terrible.

Chapter 2

Define/describe the perceptual error called the 'Halo effect'

The halo effect is a cognitive bias whereby the perception of one trait is influenced by the perception of another trait (or several traits) of that person or object. For example, attractive students are often assigned higher marks on assignments that less attractive students. The fact that someone looks good is equated with intelligence (ie: they must also be smarter).

Chapter 2

Describe 'encoding & simplification'

from the 4 stage perception model

It is step 2 of the 4 Stage Perception model
(2. Encoding & Simplification)

the process of interpreting environmental stimuli using information contained in cognitive categories--comparing new information to information you already have in your brain in order to simplify/better understand it

Chapter 2

Describe the 'selective attention/comprehension' process in the 4 Stage Perception Model

the process of becoming aware of something or someone

stage 1 of the 4 Stage Perception model
(1. Selective Attention/Comprehension)

Chapter 2

Describe the 'storage and retention' of the 4 stage perception model (p.25)

It is step 3 of the 4 Stage Perception Model

(3. storage and retention)

• encoded information or stimuli is sent to long-term memory
• long-term memory is composed of 3 comparments containing categories of information about events, general knowledge, and people

Chapter 2

Describe/define the perceptual error called 'Central Tendency'

The tendency to avoid all extreme judgements and rate people and object as average or neutral (don't want to say anything bad, or too good about anyone).

Chapter 2

What are the 4 stages in the '4 Stage Perception Model'?

Chapter 2

What is 'Fundamental Attribution Bias '

In social psychology, the fundamental attribution error, or bias, describes the tendency to over-value dispositional or personality-based explanations (e.g.: John is lazy...and therefore...) for the observed behaviors of others while under-valuing situational explanations (e.g.: John did not have a very supportive set of team members to work with, and therefore...) for those behaviors.

Chapter 3

Define 'Self-Concept'

A person's self-perception as a physical, social, spiritual being.

Chapter 3

Define 'Self-Efficacy'

An individual’s belief that he or she is capable of performing a given task.

Chapter 3

Define 'cognition'

A person's knowledge, opinions, or beliefs about your environment, yourself, or your behaviour.

Chapter 3

Define 'emotional labour'

is the (often unspoken) job requirement that employees must suppress felt emotions and display organizationally desired emotions during interpersonal transactions with customers/clients

Chapter 3

Define 'emotions' 

intense feelings in reaction to personal achievements and setbacks that may be felt and/or displayed

Examples of Positive emotions Happiness/joy, Pride, Love/afflection, Relief

Examples of Negative emotions Anger, Fright, Guilt/Shame, Sadness, Envy/jealousy, Digust.

Chapter 3
Define 'self-monitoring'

A personality trait that measures an individual’s
ability to adjust behaviour to external, situational factors.