 |
Term
Core Self-Evaluation
ch. 5; pg. 139
(Personality & Values) |
|
Definition
| Bottom-line conclusions individuals have about their capabilities, competence, and worth as a person. |
|
|
Term
Machiavellianism
ch. 5; pg 140
(Personality & Values) |
|
Definition
| The degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means. |
|
|
Term
Narcissism
ch. 5; pg 140
(Personality & Values) |
|
Definition
| The tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement. |
|
|
Term
Self-Monitoring
ch. 5; pg 141
(Personality & Values) |
|
Definition
A personality
trait that measures an individual’s
ability to adjust his or her behavior to
external, situational factors. |
|
|
Term
Proactive Personality
Ch. 5; pg 142
(Personality & Values) |
|
Definition
| People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs. |
|
|
Term
Values
ch. 6; pg 144
(Personality & Values) |
|
Definition
| Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state existence |
|
|
Term
Value System
ch. 6; pg 144
(Personality & Values) |
|
Definition
| a hierarchy based on a ranking of an individual's values in terms of their intensity |
|
|
Term
Terminal Values
ch. 6; pg 145
(Personality & Values) |
|
Definition
| Desirable end-states of existence; the goals a person would like to achieve during his or her lifetime |
|
|
Term
Instrumental Values
ch. 6; pg 145
(Personality & Values) |
|
Definition
| Preferable modes of behavior or means of achieving one's terminal values |
|
|
Term
Personality-Job Fit Theory
ch. 6; pg 148
(Personality & Values) |
|
Definition
A theory
that identifies six personality types
and proposes that the fit between
personality type and occupational
environment determines satisfaction
and turnover. |
|
|
Term
Holland's Typology of Personality & Congruent Occupations
REALISTIC
ch. 6; pg 149
(Personality & Values) |
|
Definition
Realistic: Prefers physical activities that require skill, strength, and coordination
Shy, genuine, persistent, stable, conforming, practical
Mechanic, drill press operator, assembly-line worker, farmer |
|
|
Term
Holland's Typology of Personality & Congruent Occupations
INVESTIGATIVE
ch. 6; pg 149
(Personality & Values) |
|
Definition
Investigative: Prefers activities that involve thinking, organizing, and understanding
Analytical, original, curious, independent
Biologist, economist, mathematician, news reporter |
|
|
Term
Holland's Typology of Personality & Congruent Occupations
SOCIAL
ch. 6; pg 149
(Personality & Values) |
|
Definition
Social: Prefers activities that involve helping and developing others
Sociable, friendly, cooperative, understanding
Social worker, teacher, counselor, clinical psychologist |
|
|
Term
Holland's Typology of Personality & Congruent Occupations
CONVENTIONAL
ch. 6; pg 149
(Personality & Values) |
|
Definition
Conventional: Prefers rule-regulated, orderly, and unambiguous activities
Conforming, efficient, practical, unimaginative, inflexible
Accountant, corporate manager, bank teller, file clerk |
|
|
Term
Holland's Typology of Personality & Congruent Occupations
ENTERPRISING
ch. 6; pg 149
(Personality & Values) |
|
Definition
Enterprising: Prefers verbal activities in which there are opportunities to influence others and attain power
Self confident, amitious, energetic, domineering
Lawyer, real estate agent, public relations specialist, small business manager |
|
|
Term
Holland's Typology of Personality & Congruent Occupations
ARTISTIC
ch. 6; pg 149
(Personality & Values) |
|
Definition
Artistic: Prefers ambiguous and unsystematic activities that allow creative expression
Imaginative, disorderly, idealistic, emotional, impractical
Painter, musician, writer, interior decorator |
|
|
Term
Power Distance
ch. 6; pg 150
(Personality & Values) |
|
Definition
| Describes the degree to which people in a country accept that power in institutions and organizations is distributed unequally. |
|
|
Term
Individualism
ch. 6; pg 150
(Personality & Values) |
|
Definition
| Degree to which people prefer to act as individuals rather than as member's of groups and believe in individual rights above all else |
|
|
Term
Collectivism
ch. 6; pg 150
(Personality & Values) |
|
Definition
| Emphasizes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them |
|
|
Term
Masculinity
ch. 6; pg 150
(Personality & Values) |
|
Definition
| Degree to which the culture favors traditional masculine roles such as achievement, power and control as opposed to viewing men and women as equals |
|
|
Term
Femininity
ch. 6; pg 151
(Personality & Values) |
|
Definition
| culture sees little differentiation between male and female roles and treats women as the equals of men in all respects |
|
|
Term
Uncertainty Avoidance
ch. 6; pg 151
(Personality & Values) |
|
Definition
| Degree to which people in a country prefer structured over unstructured situations |
|
|
Term
Long-term orientation
ch. 6; pg 151
(Personality & Values) |
|
Definition
| Society's devotion to traditional values: look to the future and value thrift, persistence, and tradition |
|
|
Term
Short-term orientation
ch. 6; pg 151
(Personality & Values) |
|
Definition
| Society's devotion to traditional values: value the here and now; accept change more readily and don't see commitments as impediments to change |
|
|
Term
Factors That Influence Perception
CH. 6 pg 167
(Perception and Individual Decision Making)
|
|
Definition
|
|
Term
Attribution Theory
Ch. 6, pg 169
(Perception and Individual Decision Making) |
|
Definition
|
|
Term
Perception
Ch. 6; pg 166
(Perception and Individual Decision Making) |
|
Definition
| Process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment |
|
|
Term
Attribution Theory
Ch. 6; pg 168
(Perception and Individual Decision Making) |
|
Definition
| An attempt to determine whether an individual's behavior is internally or externally caused |
|
|
Term
Fundamental Attribution Error
Ch. 6; pg 169
(Perception and Individual Decision Making) |
|
Definition
| The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others |
|
|
Term
Self-Serving Bias
Ch. 6; pg 169
(Perception and Individual Decision Making) |
|
Definition
| The tendency for individuals to attribute their own successes to internal factors and put the blame for failures on external factors |
|
|
Term
Selective Perception
Ch. 6; pg 170
(Perception and Individual Decision Making) |
|
Definition
| The tendency to selectively interpret what one sees on the basis of one's interests, background, experience, and attitudes |
|
|
Term
Halo effect
Ch. 6; pg 171
(Perception and Individual Decision Making) |
|
Definition
| The tendency to draw a general impression about an individual on the basis of a single characteristic |
|
|
Term
Contrast Effect
Ch. 6; pg 171
(Perception and Individual Decision Making) |
|
Definition
| Evaluation of a person's characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics |
|
|
Term
Stereotyping
Ch. 6; pg 172
(Perception and Individual Decision Making) |
|
Definition
| Judging someone on the basis of one's perception of the group to which that person belongs |
|
|
Term
Self-fulfilling prophecy
Ch. 6; pg 173
(Perception and Individual Decision Making) |
|
Definition
| A situation in which a person inaccurately perceives a second person, and the resulting expectations cause the second person to behave in ways consistent with the original perception |
|
|
Term
Decisions
Ch. 6; pg 174
(Perception and Individual Decision Making) |
|
Definition
| Choices made among two or more alternatives |
|
|
Term
Problem
Ch. 6; pg 174
(Perception and Individual Decision Making) |
|
Definition
| A discrepancy between the current state of affairs and some desired state |
|
|
Term
Rational
Ch. 6; pg 175
(Perception and Individual Decision Making) |
|
Definition
| Characterized by making consistent, value-maximizing choices within specified constraints |
|
|
Term
Rational decision-making model
Ch. 6; pg 175
(Perception and Individual Decision Making) |
|
Definition
| A decision-making model that describes how individuals should behave in order to maximize some outcome |
|
|
Term
Steps in the Rational decision-making model
Ch. 6; pg 175
(Perception and Individual Decision Making) |
|
Definition
|
|
Term
Bounded rationality
Ch. 6; pg 176
(Perception and Individual Decision Making) |
|
Definition
| A process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity |
|
|
Term
Intuitive decision making
Ch. 6; pg 177
(Perception and Individual Decision Making) |
|
Definition
| An unconscious process created out of distilled experience |
|
|
Term
Anchoring bias
Ch. 6; pg 178
(Perception and Individual Decision Making) |
|
Definition
| A tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information |
|
|
Term
Confirmation Bias
Ch. 6; pg 179
(Perception and Individual Decision Making) |
|
Definition
| The tendency to seek out information that reaffirms past choices but to discount information that contradicts past judgments |
|
|
Term
Availability Bias
Ch. 6; pg 179
(Perception and Individual Decision Making) |
|
Definition
| The tendency for people to base their judgments on information that is readily available to them |
|
|
Term
Escalation of commitment
Ch. 6; pg 180
(Perception and Individual Decision Making) |
|
Definition
| An increased commitment to a previous decision in spite of negative information |
|
|
Term
Randomness Error
Ch. 6; pg 180
(Perception and Individual Decision Making) |
|
Definition
| The tendency of individuals to believe that they can predict the outcome of random events |
|
|
Term
Risk Aversion
Ch. 6; pg 180
(Perception and Individual Decision Making) |
|
Definition
| The tendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher expected payoff |
|
|
Term
Hindsight Bias
Ch. 6; pg 181
(Perception and Individual Decision Making) |
|
Definition
| The tendency to believe falsely, after an outcome an event is actually known, that one would have accurately predicted that outcome |
|
|
Term
Utilitarianism
Ch. 6; pg 187
(Perception and Individual Decision Making) |
|
Definition
| A system in which decisions are made to provide the greatest good for the greatest number |
|
|
Term
Whistle-blowers
Ch. 6; pg 187
(Perception and Individual Decision Making) |
|
Definition
| Individuals who report unethical practices by their employer to outsiders |
|
|
Term
Creativity
Ch. 6; pg 188
(Perception and Individual Decision Making) |
|
Definition
| The ability to produce novel and useful ideas |
|
|
Term
Three-component model of creativity
Ch. 6; pg 189
(Perception and Individual Decision Making) |
|
Definition
| The proposition that individual creativity requires expertise, creative thinking skills, and intrinsic task motivation |
|
|
Term
Maslow's Hierarchy of Needs
Ch. 7, pg. 203
(Motivation Concepts) |
|
Definition
|
|
Term
Social-learning theory
Ch. 7, pg. 219
(Motivation Concepts) |
|
Definition
|
|
Term
Models of Organizational Justice
Ch. 7, pg. 223
(Motivation Concepts) |
|
Definition
|
|
Term
Epectancy theory
Ch. 7, pg. 224
(Motivation Concepts) |
|
Definition
[image]
[image]
|
Term
Motivation
Ch. 7, pg. 202
(Motivation Concepts) |
|
Definition
| The process that account for an individual's intensity, direction, and persistence of effort toward attaining a goal |
|
|
Term
Heirarchy of Needs
Ch. 7, pg. 203
(Motivation Concepts) |
|
Definition
| Abraham Maslow's hierarch of five needs- physiological, safety, social, esteem and self-actualization- in which, as each need is substantially satisfied, the next need becomes dominant |
|
|
Term
Lower-order needs
Ch. 7, pg. 203
(Motivation Concepts) |
|
Definition
| Needs that are satisfied externally, such as physiological and safety needs |
|
|
Term
Self-Actualization
Ch. 7, pg. 204
(Motivation Concepts) |
|
Definition
| The drive to become what a person is capable of becoming |
|
|
Term
Higher-order needs
Ch. 7, pg. 204
(Motivation Concepts) |
|
Definition
| Needs that are satisfied internally, such as social, esteem, and self-actualization needs |
|
|
Term
Theory X
Ch. 7, pg. 205
(Motivation Concepts) |
|
Definition
| The assumption that employees dislike work, are lazy, dislike responsibility and must be coerced to perform |
|
|
Term
Theory Y
Ch. 7, pg. 205
(Motivation Concepts) |
|
Definition
| The assumption that employees like work, are creative, seek responsibility, and can exercise self-direction |
|
|
Term
Two-factor theory
(motivation-hygiene theory)
Ch. 7, pg. 205
(Motivation Concepts) |
|
Definition
| A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. |
|
|
Term
Hygiene factors
Ch. 7, pg. 205
(Motivation Concepts) |
|
Definition
| Factors- such as company policy and administration, supervision, and salary- that when adequate in a job, placate workers. When these factors are adequate, people will not be dissatisfied. |
|
|
Term
McClelland's theory of needs
Ch. 7, pg. 207
(Motivation Concepts) |
|
Definition
| A theory that states achievement, power, and affiliation are three important needs that help explain motivation |
|
|
Term
Need for achievement (nAch)
Ch. 7, pg. 207
(Motivation Concepts) |
|
Definition
| The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed |
|
|
Term
Need for power (nPow)
Ch. 7, pg. 207
(Motivation Concepts) |
|
Definition
| The need to make others behave in a way in which they would not have behaved otherwise |
|
|
Term
Need for affiliation (nAff)
Ch. 7, pg. 207
(Motivation Concepts) |
|
Definition
| The desire for friendly and close interpersonal relationships |
|
|
Term
Self-determination theory
Ch. 7, pg. 208
(Motivation Concepts) |
|
Definition
| A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation. |
|
|
Term
Cognitive Evaluation Theory
Ch. 7, pg. 208
(Motivation Concepts) |
|
Definition
| A version of self-determination theory which holds that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling |
|
|
Term
Self-Concordance
Ch. 7, pg. 210
(Motivation Concepts) |
|
Definition
| The degree to which peoples' reasons for pursuing goals are consistent with their interests and core values |
|
|
Term
Job engagement
Ch. 7, pg. 211
(Motivation Concepts) |
|
Definition
| The investment of an employee's physical, cognitive, and emotional energies into job performance |
|
|
Term
Goal-setting theory
Ch. 7, pg. 212
(Motivation Concepts) |
|
Definition
| A theory that says that specific and difficult goals, with feedback, lead to higher performance |
|
|
Term
Management by Objectives (MBO)
Ch. 7, pg. 214
(Motivation Concepts) |
|
Definition
| A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress |
|
|
Term
Self-efficacy
(Social cognitive theory or social learning theory)
Ch. 7, pg.
(Motivation Concepts) |
|
Definition
| An individual's belief that he or she is capable of performing a task |
|
|
Term
Reinforcement theory
Ch. 7, pg. 218
(Motivation Concepts) |
|
Definition
| A theory that says that behavior is a function of its consequences |
|
|
Term
Behaviorism
Ch. 7, pg. 218
(Motivation Concepts) |
|
Definition
| A theory that argues that behavior follows stimuli in a relatively unthinking manner |
|
|
Term
Social-learning theory
Ch. 7, pg. 219
(Motivation Concepts) |
|
Definition
| The view that we can learn through both observation and direct experience |
|
|
Term
Equity theory
Ch. 7, pg. 220
(Motivation Concepts) |
|
Definition
| A theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities |
|
|
Term
Distributive justice
Ch. 7, pg. 222
(Motivation Concepts) |
|
Definition
| Perceived fairness of the amount and allocation of rewards among individuals |
|
|
Term
Organizational justice
Ch. 7, pg. 222
(Motivation Concepts) |
|
Definition
| An overall perception of what is fair in the workplace, composed of distributive, procedural, and interactional justice |
|
|
Term
Procedural justice
Ch. 7, pg. 222
(Motivation Concepts) |
|
Definition
| The perceived fairness of the process used to determine the distribution of rewards |
|
|
Term
Interactional justice
Ch. 7, pg. 223
(Motivation Concepts) |
|
Definition
| The perceived degree to which an individual is treated with dignity, concern, and respect |
|
|
Term
Expectancy theory
Ch. 7, pg. 224
(Motivation Concepts) |
|
Definition
| A theory that says that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual |
|
|
Term
Group
Ch. 9; pg.272
(Foundations of Group Behavior) |
|
Definition
| Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives |
|
|
Term
Formal Group
Ch. 9; pg.272
(Foundations of Group Behavior) |
|
Definition
| A designated work group defined by an organization's structure |
|
|
Term
Informal Group
Ch. 9; pg.272
(Foundations of Group Behavior) |
|
Definition
| A group that is neither formally structured nor organizationally determined; such a group appears in response to the need for social contact |
|
|
Term
Social Identity Theory
Ch. 9; pg.272
(Foundations of Group Behavior) |
|
Definition
| Perspective that considers when and why individuals consider themselves members of groups |
|
|
Term
Ingroup favoritism
Ch. 9; pg.273
(Foundations of Group Behavior) |
|
Definition
| Perspective in which we see members of our ingroup as better than other people, and people not in our group as all the same |
|
|
Term
Characteristics of Social Identity
Ch. 9; pg. 273-274
(Foundations of Group Behavior) |
|
Definition
Similarity
Distinctiveness
Status
Uncertainty reduction |
|
|
Term
Five-stage group development model
Ch. 9; pg. 275
(Foundations of Group Behavior) |
|
Definition
| The five distinct stages groups go through: forming, storming, norming, performing, and adjourning |
|
|
Term
Forming Stage
Ch. 9; pg. 275
(Foundations of Group Behavior) |
|
Definition
| First stage in group development, characterized by much uncertainty |
|
|
Term
Storming Stage
Ch. 9; pg.275
(Foundations of Group Behavior) |
|
Definition
| Second stage in group development, characterized by intragroup conflict |
|
|
Term
Norming Stage
Ch. 9; pg.275
(Foundations of Group Behavior) |
|
Definition
| Third stage in group development, characterized by close relationships and cohesiveness |
|
|
Term
Performing
Ch. 9; pg.275
(Foundations of Group Behavior) |
|
Definition
| Fourth stage in group development, during which the group is fully functional |
|
|
Term
Adjourning Stage
Ch. 9; pg.275
(Foundations of Group Behavior) |
|
Definition
| Final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance |
|
|
Term
Punctuated-equilibrium model
Ch. 9; pg.276
(Foundations of Group Behavior) |
|
Definition
| A set of phases that temporary groups go through that involves transitions between inertia and activity |
|
|
Term
Role
Ch. 9; pg.277
(Foundations of Group Behavior) |
|
Definition
| A set of expected behavior patterns attributed to someone occupying a given position in a social unit |
|
|
Term
Role perception
Ch. 9; pg.277
(Foundations of Group Behavior) |
|
Definition
| An individual's view of how he or she is supposed to act in a given situation |
|
|
Term
Role expectations
Ch. 9; pg.278
(Foundations of Group Behavior) |
|
Definition
| How others believe a person should act in a given situation |
|
|
Term
Psychological contract
Ch. 9; pg.278
(Foundations of Group Behavior) |
|
Definition
| An unwritten agreement that sets out what management expects from an employee and vice versa |
|
|
Term
Role conflict
Ch. 9; pg.278
(Foundations of Group Behavior) |
|
Definition
| A situation in which an individual is confronted by divergent role expectations |
|
|
Term
Norms
Ch. 9; pg.280
(Foundations of Group Behavior) |
|
Definition
| Acceptable standards of behavior within a group that are shared by the group's members |
|
|
Term
Conformity
Ch. 9; pg.282
(Foundations of Group Behavior) |
|
Definition
| The adjustment of one's behavior to align with the norms of the group |
|
|
Term
Reference group
Ch. 9; pg.283
(Foundations of Group Behavior) |
|
Definition
| Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform |
|
|
Term
Deviant workplace behavior
Ch. 9; pg.283
(Foundations of Group Behavior) |
|
Definition
| Voluntary behavior that violates significant organizational norms and, in so doing, threatens the well being of the organization and its members. Also called antisocial behavior or workplace inclivity |
|
|
Term
Status
Ch. 9; pg.285
(Foundations of Group Behavior) |
|
Definition
| A socially defined position or rank given to groups or group members by others |
|
|
Term
Status Characteristics Theory
Ch. 9; pg.285
(Foundations of Group Behavior) |
|
Definition
| A theory that states that differences in status characteristics create status hierarchies within groups |
|
|
Term
Evaluating Group Effectiveness
Ch. 9; pg. 296
(Foundations of Group Behavior)
|
|
Definition
|
|
Term
Social Loafing
Ch. 9; pg.287
(Foundations of Group Behavior) |
|
Definition
| The tendency for individuals to expend less effort when working collectively than when working individually |
|
|
Term
Cohesiveness
Ch. 9; pg.288
(Foundations of Group Behavior) |
|
Definition
| The degree to which group members are attracted to each other and are motivated to stay in the group |
|
|
Term
Diversity
Ch. 9; pg.288
(Foundations of Group Behavior) |
|
Definition
| The extent to which members of a group are similar to, or different from, one another |
|
|
Term
Benefits of Group Decision Making
Ch. 9; pg.290
(Foundations of Group Behavior) |
|
Definition
Generate more complete information and knowledge
Increased diversity of views
Acceptance of a solution |
|
|
Term
Weaknesses of Group Decision Making
Ch. 9; pg.290
(Foundations of Group Behavior) |
|
Definition
Conformity pressures
Dominated by one or a few members
Ambiguous responsibility |
|
|
Term
Groupthink
Ch. 9; pg.292
(Foundations of Group Behavior) |
|
Definition
| A phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action |
|
|
Term
Groupshift
Ch. 9; pg.292
(Foundations of Group Behavior) |
|
Definition
| A change between a group's decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk but it generally is toward a more extreme version of the group's original position |
|
|
Term
Interacting groups
Ch. 9; pg.295
(Foundations of Group Behavior) |
|
Definition
| Typical groups in which members interact with other face to face |
|
|
Term
Brainstorming
Ch. 9; pg.295
(Foundations of Group Behavior) |
|
Definition
| An idea-generation process that specifically encourages any and all alternatives while withholding any criticism of those alternatives |
|
|
Term
Nominal group technique
Ch. 9; pg.295
(Foundations of Group Behavior) |
|
Definition
| A group decision-making method in which individual members meet face to face to pool their judgments in a systematic but independent fashion |
|
|
Term
Electronic meeting
Ch. 9; pg.295
(Foundations of Group Behavior) |
|
Definition
| A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes |
|
|
|
