Term
|
Definition
| process of linking specific tasks to specific jobs and specifying the techniques, equipment, and procedures should be used to perform the task |
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Term
| What is Scientific Management |
|
Definition
| concerned with one best way of performing a job |
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|
Term
| What is job simplification |
|
Definition
| breaking up work into the smallest, simplest steps |
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Term
| What is job specialization |
|
Definition
| assigning different employees to each step |
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Term
| What is time and motion studies |
|
Definition
| used to measure work techniques alternatives in order to arrive at the most efficient steps |
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Term
| what are benefits of scientific management |
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Definition
| productivity, control and quality |
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|
Term
| What are the drawbacks of scientific management |
|
Definition
| people feel disconnected from their work, they get bored, lose interest and motivational |
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Term
|
Definition
used in an attempt to increase motivation.
involved in increasing number of tasks an employee performs while keeping the tasks at the same level of difficulty.
Sometimes called horizontal job loading.
Though attempted by many large organizations it gave limited returns |
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Term
|
Definition
designed to increase motivation.
focused on facilitating employee growth/learning through job design.
Given are given greater work autonomy and discretion over their work. |
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Term
| What are some examples of job enrichment worker autonomy |
|
Definition
scheduling
work design
quality control
learn new skills |
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Term
| What are core job demensions |
|
Definition
skill variety
task identity
task significance
autonomy
feedback |
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Term
| whats the cause and effect from an individuals experience with his work environment |
|
Definition
| Values, attitudes, and moods and emotions are both cause and consequence of how an individual experiences his work environment. |
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Term
|
Definition
| Personal convictions about what one should strive for in life and how one should behave |
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Term
|
Definition
| collection of feelings and beliefs that people have about their current job |
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|
Term
| what is organizational commitment |
|
Definition
| the collection of feelings and beliefs that people have about their organization as a whole |
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Term
| What is effective component |
|
Definition
| how an employee feels about his or her job or organization. |
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Term
| what is cognitive component |
|
Definition
| what an employee believes to be true about his or her job/organization |
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Term
| what is behavioral component |
|
Definition
| what an employee thinks about how to behave in his or her job/organization. |
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Term
|
Definition
| how people feel at the time they are doing their works |
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Term
|
Definition
| usually intense, short lived feelings usually linked to a specific cause or antecedent. |
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Term
|
Definition
effort that workers exert to control their experience and express of moods and emotions on the job.
Some jobs require workers to express certain kinds of moods and emotions and refrain from express other kinds of emotions, e.g., restaurant server, flight attendant, cheerleader, police officer. |
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Term
| in emotional labor what arefeeling rules |
|
Definition
| dictate appropriate and inappropriate feelings for a particular setting |
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Term
| what is expression rules in emotional labor |
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Definition
| dictate what emotions should be expressed and how they should be expressed in a particular setting |
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Term
| what is emotional dissonance |
|
Definition
| when employees are required to express feelings at odds with how they are feeling at the moment |
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Term
| what are the two basic attributes that define a group |
|
Definition
1)members of a group interact with each other, what one persona does affects everyone else and vice versa.
2) members of a group believe that there is the potential for mutual goal accomplishment, group members prerceive that by belonging to the group they will be able to accomplish certain goals or meet certain needs. |
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Term
| what are the 5 things in tuckmans model of group development |
|
Definition
| forming storming norming performing adjourning |
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Term
|
Definition
Group members
try to get to
know each other
and establish
a common
understanding |
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|
Term
|
Definition
Group is in
conflict, members
resist being
controlled by
the group, and
disagreements
arise concerning
leadership in the
group. |
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|
Term
|
Definition
Group members
develop close
ties, feelings of
friendship and
camaraderie
abound, and
group members
share a common
purpose. |
|
|
Term
|
Definition
Group members
work toward
achieving their
goals. |
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|
Term
|
Definition
The group
disbands once
its goals have
been achieved |
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|
Term
| what is social facilitation |
|
Definition
| social facilitation refers to the effects that the presence of other has on performing, enhancing the performance of easy tasks and impairing the performance of difficult tasks |
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Term
| when does social facilitation enhance performance |
|
Definition
| in presence of other group members enhances the performance of well-learned behaviors that have been performed repeatedly |
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|
Term
| when does social facilitation impair performance |
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Definition
| The presence of other group members impairs the performance of difficult, complex, or novel behaviors that involved considerable expenditure of effort |
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|
Term
| what are the three ways groups control members |
|
Definition
|
|
Term
|
Definition
| Defined areas of participation, bounded by a set of responsibilities, rights, and privileges. Role relationships may define how members interact with each other |
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Term
|
Definition
| formal, usually written, articles of conduct. Can be at the group and individual level |
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Term
|
Definition
| informal, but still well understood guidelines for group behavior. Difficult to implement, but powerful once established |
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Term
| what is potential performance |
|
Definition
the highest level of performance a group is capable of at a given point in time.
Organizations seek to get actual group performance as close to potential performance as possible |
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Term
|
Definition
| performance difficulties a group experiences because of coordination and motivation challanges |
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Term
|
Definition
| performance difficulties a group experiences because of coordination and motivation challanges |
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|
Term
|
Definition
Increases in potential performance that result from new ways of motivating and coordinating group members
causes potential performance increase over time |
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Term
|
Definition
| the tendency for group members to exert less effort in the context of a group effort than they would if alone |
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Term
| what are reasons for social loafing |
|
Definition
Benefits/incentives (pay, praise) disconnected from individual effort
Individuals may devalue their own contributions |
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Term
|
Definition
| when group members who would otherwise be disinclined to engage in social loafing do so in response to observed (or perceived) social loafing in others |
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|
Term
| Group size and social loafing |
|
Definition
| like other challenges (coordination, communication), social loafing increases with the size of the group |
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|
Term
| how do you reduce social loafing |
|
Definition
Design/structure work to make individual contributions identifiable and measurable
Convince workers of the importance of their contributions
Keep group as small as possible (but no smaller) |
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