Term
| Behaviors necessary for survival and adaptation |
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Definition
-be motivated to join and remain in the organizations
-carry out their basic work reliably, in terms of productivity, quality, and service
-be willing to continuously leran and upgrade their knowledge and skills
-be flexible and innovative |
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Definition
| Social inventions for accomplishing common goals through group effort. |
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Definition
| The attitudes and behaviors of individuals and groups in organizations |
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Definition
| the art of getting things accomplished in organizations through others |
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Definition
| an early prescription on management that advocated high specialization of labor, intensive coordination, and centralized decision making |
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Term
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Definition
| Frederick Taylor's system for using research to dteremine the optimum degree of specialization and standardization of work tasks |
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Definition
| Max Weber's ideal type of organization that included a strict chain of command, detailed rules, high specialization, centralized power, and selection and promotion based on technical competence |
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Definition
| Research conducted at the Hawthorne plant of Western Electric in the 1920s and 1930s that illustrated how psychological and social processes affect productivity and work adjustment. |
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Definition
| A critique of classical management and bureaucracy that advocated management styles that were more participative and oriented toward employee needs. |
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Term
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Definition
| an approach to management that recognizes that there is no one best way to manage, and that na appropriate management style depends on the demands of the situation. |
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Term
| Henry Mintzberg's managerial roles |
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Definition
1. Interpersonal Roles: figurehead, leader, liason - expected behaviors that have to do with establishing and maintaining interpersonal relations
2. Informational Roles: monitor, disseminator, spokesperson - roles concerned with the various ways the manager receives and transmits information
2. Decisional Roles: entrepreneur, disturbance handler, resource allocator, negotiator - roles dealing with decision making |
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Term
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Definition
1. Routine communication - the formal sending and receiving of information (as in meetings) and handling paperwork
2. Traditional management - planning, decision making, and controlling ar eht primary types of traditional management
3. Networking - consists of interacting with people outside of the organization and informal socializing and politicking with insiders
4. HR management - motivating, reinforcing, disciplining, punishing, managing conflict, staffing, and training and developing employees |
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Term
| John Kotter's managerial agendas |
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Definition
1. agenda setting - agenda of what the organization should accomplish, almost always informal and unwritten, more concerned with "people issues" and less numerical than most formal strategic plans.
2. networking - a wide formal and informal network of key people both inside an doutside of their organizations. This network provided managers with information and established cooperative relationships relevant to their agendas.
3. agenda implementation - managers used networks to implement the agendas. They would go anywhere in the network for help, up or down, in or out of the organization. Employ a wide range of influence tactics |
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Term
| Herbert Simon and Daniel Isenberg's Managerial Thinking |
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Definition
-to sense that a problem exists
-to perform well-learned mental tasks rapidly (ex: sizing up a written contract)\
-to synthesize isolated pieces of information and data
-to double check more formal or mechanical analyses |
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Term
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Definition
| the relatively stable set of psychological characteristics that influences the way an individual interacts with his or her environment |
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Term
| the five factor model of personality |
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Definition
extraversion - sociable, talkative vs withdrawn, shy
emotional stability - stable, confident vs depressed, anxious
agreeableness - tolerant, cooperative vs cold, rude
conscientiousness - dependable, responsible vs careless,impulsive
openness to experience - curious, original vs dull, unimaginative |
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Term
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Definition
a set of beliefs about whether one's behavior is controlled mainly by internal or external forces.
high external control: determine by fate, luck, powerful people
high internal control: self initiative, personal actions, free will |
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Term
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Definition
| the extent to which people observe and regulate how they appear and behave in social settings and relationships |
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Term
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Definition
| the degree to which a person has a positive self evaluation |
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Term
| behavioral plasticity theory |
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Definition
| people with low self esteem tend to be more susceptible to external and social influences than those who have high self esteem |
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Term
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Definition
| propensity to view the world, including oneself and other people, in a positive light |
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Definition
| propensity to view the world, including oneself and other people, in a negative light |
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Definition
| taking initiative to improve current cirumstances or creating new ones |
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Term
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Definition
| a stable personal disposition that reflects a tendency to take personal initiative across a range of activities and situations and to effect positive change in one's environment |
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Term
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Definition
| a general trait that refers to an individual's belief in his or her ability to perform successfully in a variety of challenging situations |
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Term
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Definition
| a broad personality concept that consists of more specific tratis that reflect the evaluations people hold about themselves and their self worth |
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Term
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Definition
| a relatively permanent change in behavior potential that occurs due to practice or experience |
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Term
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Definition
| the subject learns to operate on the environment to achieve certain consequences |
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Term
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Definition
| the process by which stimuli strengthen behaviors |
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Term
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Definition
| the application or addition of a stimilus that increases or maintains the probability of some behavior |
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Term
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Definition
| the removal of a stimulas that, in turn, increases or maintains the probability of some bahavior |
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Term
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Definition
| providing quantitative or qualitative information on past performance for the purpose of changing or maintaining performance in specific ways |
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Term
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Definition
| informal acknowledgement, attention, praise, approval, or genuine appreciation for work well done from one individual or group to another |
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Term
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Definition
fast acquisition - continuous and immediate reinforcement should be used. the reinforcer should be applied every time the bahvior of interest occurs and applied without delay
behavior tends to be persistent when it is learned under conditions of partial and delayed reinforcement. it wil tend to persist under reduced or terminated reinforcement when ont every instance of the behavior is reinforced during learning or time elapses |
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Term
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Definition
continuous, immediate reinforcement facilitates fast learning
delayed, partial reinforcement facilitates persitent learning
continuous & short = fast acquisition
partial & long = persistence |
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Term
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Definition
| the gradual dissipation of behavior following the termination of reinforcement/terminating the reinforcement that is maintaining some unwanted behavior |
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Term
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Definition
| following an unwanted behavior with some unpleasant, aversive stimulus |
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Term
| probability of behavior increasing or being maintained |
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Definition
| positive stimulus added or negative stimulus removed |
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Term
| probability of behavior decresing |
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Definition
| negative stimulus added or none (reinforcer terminated) |
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Term
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Definition
| the process of imitating the behavior of others |
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Term
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Definition
| beliefs people have about their ability to successfully perform a specific task |
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Term
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Definition
| the use of learning principles to regulate one's own behavior |
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Term
| organizational behavior modification |
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Definition
| the systematic use of learning principles to influence organizational behavior |
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Term
| employee recognition programs |
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Definition
| formal organizational programs that publicly recognize and reward employees for specific behaviors |
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Term
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Definition
| planned orginational activites that are designed to facilitate knowledge and skill acquisition to change behavior and improve performance |
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Term
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Definition
| an ongoing process in which individuals progress through a series of stages that consist of a unique set of issues, themes, and tasks |
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Term
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Definition
| the process of interpreting the messages of our senses to provide order an dmeaning to the environment |
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Term
| 3 components of perception |
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Definition
| a perceiver, situational context , target that is being perceived |
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Term
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Definition
| the tendency for the perceptual system to defend the perceiver against unpleasant emotions |
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Term
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Definition
| the tendency for a perceiver to rely on early cues or first impressions |
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Term
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Definition
| the tendency for a perceiver to rely on recent cues or last impressions |
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Term
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Definition
| personal characteristics of a target person that are of particular interest to a perceiver |
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Term
| implicit personality theories |
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Definition
| personal theories that people have about which personality characteristics go together |
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Term
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Definition
| the tendency for perceivers to attribute their own thoughts and feelings to others |
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Term
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Definition
| the tendency to generalize about people in a certain social category and ignore variations among them |
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Term
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Definition
| the process by which causes or motives are assigned to explain people's behavior |
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Term
| dispositional attributions |
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Definition
| explanations for behavior bases on an actor's personality or intellect |
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Term
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Definition
| explanations for behavior based on an actor's external situation or environment |
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Term
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Definition
| attribution cues that reflect how consistently a person engages in some behavior over time |
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Term
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Definition
| attribution cues that reflect how a person's behavior compares with that of others |
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Term
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Definition
| attribution cues that reflect the extent to which a person engages in some behavior across a variety of situations |
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Term
| fundamental attribution error |
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Definition
| the tendency to overemphasize dispositional explanations for behavior at the expense of situational explanations |
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Term
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Definition
| the propensity for actors and observers to view the causes of the actor's behvior differently |
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Term
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Definition
| the tendency to take credit for successful outcomes and to deny responsibility for failures |
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Term
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Definition
| differences among recruits and employees in characteristics such as gender, race, age, relision, cultural background, physical ability, or sexual orientation |
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Term
| perceived organizational trust |
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Definition
| employees' general belief that their organization values their contribution and cares about their well-being |
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Term
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Definition
| previously interviewed job applicants affect an interviewer's perception of a current applicant, leading ot an exaggeration of differences between apllicants |
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Term
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Definition
| the tendency to perceive the job performance of ratees as especially good |
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Term
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Definition
| the tendency to perceive the job perfomance of ratees as especially ineffective |
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Term
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Definition
| the tendency to assign most ratees to middle range job performance categories |
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Term
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Definition
| the rating of an individual on one trait or characteristic tends to color ratings on other traits or characteristics |
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Term
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Definition
| a rater gives more favorable evaluations to people who are similar to the rater in terms of background or attitudes |
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Term
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Definition
| a broad tendency to prefer certain states of affairs over others |
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Term
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Definition
| the extent to which an unequal distribution of power is accepted by society members |
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Term
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Definition
| the extent to which people are uncomfortable with uncertain and ambiguous situations |
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Term
| individualistic vs collective |
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Definition
| individualistic societies stress independence, individual initiative, and privacy. collective cultures favor interdependence and loyalty to family or clan |
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Term
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Definition
| a fairly stable evaluative tendency to respond consistently to some specific object, situation, person, or category of people |
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Term
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Definition
| a collection of attitudes that workers have about their jobs |
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Term
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Definition
| a theory that job satisfaction stems form the discrepancy between the job outcomes wanted and the outcomes that are perceived to be obtained |
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Term
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Definition
| fairness that occurs when people receive what they think they deserve from their jobs |
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Term
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Definition
| a theory that job satisfaction stems from a comparison of the inputs one invests in a job and the outcomes one receives in comparison with the inputs and outcomes of another person or group |
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Term
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Definition
| anything that people give up, offer, or trade to their organization in exchange for outcomes |
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Term
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Definition
| factors that an organization distributes to employees in exchange for their inputs |
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Term
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Definition
| fairness that occurs when the process used to determine work outcomes is seen as reasonable |
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Term
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Definition
| fairness that occurs when people feel they have received respectful and informative communication about an outcome |
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Term
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Definition
| intense, often short-lived feelings caused by a particular event |
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Term
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Definition
| less intense, longer-lived, and more diffuse feelings |
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Term
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Definition
| tendency for modds and emotions to spread between people or throughout a group |
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Term
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Definition
| requirement for people to conform to certain "display rules" in their job behavior in spite of their true mood or emotions |
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Term
| key contributors to job satisfaction |
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Definition
| mentally challenging work, adequate compensation, career opportunities, people |
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Term
| organizational citizenship behavior |
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Definition
| voluntary, informal behavior that contributes to organizational effectiveness |
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Term
| organizational commitment |
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Definition
| an attitude that reflects the strength of the linkage between an employee and an organization |
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Term
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Definition
| an attitude that reflects the strength of the linkage between an employee and an organization (want to) |
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Term
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Definition
| commitment based on the costs that would be incurred in leaving an organization (have to) |
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Term
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Definition
| commitment based on ideology or a feeling of obligation to an organization (should) |
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Term
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Definition
| the extent to which persistent effort is directed toward a goal |
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Term
| the basic characteristics of motivation |
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Definition
| effort, persistence, direction, goals |
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Term
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Definition
| motivation that stems from the direct relationship between the worker and the task; it is usually self-applied |
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Term
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Definition
| motivation that stems from the work environment external to the task; it is usually applied by others |
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Term
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Definition
| the extent to which an organizational member contributes to achieving he objectives of the organization |
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Term
| general cognitive ability |
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Definition
| a person's basic information processing capacities and cognitive resources |
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Term
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Definition
| the ability to understand and manage one's own and other's feelings and emotions |
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Term
| Salovey and Mayer's model of emotional intelligence |
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Definition
perception of emotions: involves the ability to perceive emotions & to accurately identify one's own emaotions & the emotions of others
integration and assimilation of emotions: refers to the ability ot use and assimilate emotions and emotional experiences to guide an dfacilitate one' thinking & reasoning
knowledge and understanding of emotions: involves being able to understand emotional information, the determinants & consequences of emotions, & how emotions evolve & change over time
management of emotions: involves the ability to manage one's own & others' feelings & emotions as well as emotional relationships.
management of emotions |
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Term
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Definition
| the extent to which an individual immerses his or her true self into his or her work roles. When people are engaged, they employ & express themselves physically, cognitively, & emotionally during role performances. |
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Term
| three factors of employee engagement |
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Definition
psychological meaningfulness
psychological safety
psychological availability |
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Term
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Definition
| motivation theories that specify the kinds of nees people have & the conditions under which they will be motivated to satisfy these needs in a way that contributes to performance |
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Term
| Maslow's Hierarchy of Needs |
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Definition
physiological
safety
belongingness
esteem
self-actualization
a five level hierarchical need theory of motivation that specifies that the lowest level unsatisfied need has the greatest motivating potential |
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Term
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Definition
existence
relatedness
growth
a three level hierarchical need theory of motivation (existence, relatedness, growth) that allows for movement up and down the hierarchy |
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Term
| McClelland's theory of needs |
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Definition
| a nonhierarchical need theory of motivation that outlines the conditions under which certain needs result in particular patterns of motivation |
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Term
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Definition
| a strong desire to perform challenging tasks well |
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Term
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Definition
| a strong desire to establish and maintain friendly, compatible interpersonal relationships |
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Term
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Definition
| a strong desire to influence others, making a significant impact or impression |
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Term
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Definition
| motivation theories that specdify the details of how motivation occurs |
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Term
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Definition
| a process thoery that states that motivation is determined by th eoutcomes that people expet to occur as a result of their actions on the job |
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Term
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Definition
| consequences that follow work behavior |
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Term
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Definition
| the probability that a particular first level outcome will be followed by a particular second level outcome |
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Term
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Definition
| the expected value of work outcomes; the extent to which they are attractive or unattractive |
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Term
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Definition
| the probability that a particular first level outcome can be achieved |
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Term
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Definition
| the effort directed toward a first level outcome |
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Term
| first level outcomes of force |
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Definition
high productivity
average productivity
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Term
| second level outcomes of force |
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Definition
| money, sense of accomplishment, peer acceptance, fatigue |
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Term
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Definition
| a process theory that states that motivation stems from a comparison of the inputs one invests in a job and the outcomes on ereceives in comparison with the inputs and outcomes of another person or group. |
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Term
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Definition
| a motivational techniqe that uses specific, challenging, and acceptable goals and provides feedback to enhance performance |
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Term
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Definition
| process oriented goals that focus on learning and enhance understanding of a task and the use of task strategies |
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Term
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Definition
| outcome-oriented goals that focus attention on the achievement of specific performance outcomes |
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Term
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Definition
| a pay system in which individual workers are paid a certain sum of money for each unit of production completed |
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Term
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Definition
| various systems that link pay to performance on production jobs |
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Term
| potential problems with wage incentives |
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Definition
| lowered quality, differential opportunity, reduced cooperation, incompatible job design, restriction of productivity |
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Term
| restriction of productivity |
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Definition
| the artificial limitation of work output that can occur under wage incentive plans |
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Term
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Definition
| systems that attempt to link pay to performance on white-collar jobs |
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Term
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Definition
| merit pay that is awarded in a single payment & not built into base pay |
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Term
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Definition
| the return of some company profit to employees in the form of a cash bonus or a retirement supplement |
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Term
| employee stock ownership plans |
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Definition
| incentive plans that allow employees to own a set amount of a company's shares and provide employees with a stake in the company's future earnings and success |
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Term
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Definition
| a group pay incentive plan based on productivity or performance improvements over which the workforce has some control |
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Term
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Definition
| a system in which people are paid according to the number of job skills they have acquired |
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Term
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Definition
| offer employees challenging opportunities to broaden their skills by working on a variety of tasks with new responsibilities |
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Term
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Definition
| the opportunity to do a variety of job activities using various skills and talents |
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Term
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Definition
| the freedom to schedule one's own work activities and decide work procedures |
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Term
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Definition
| the impact that a job has on other people |
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Term
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Definition
| the extent to which a job involves doing a complete piece of work, from beinning to end |
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Term
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Definition
| information about the ffectivenes of one's work performance |
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Term
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Definition
| the extent to which people desire to achieve higher order need satisfaction by performing their jobs |
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Term
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Definition
| the design of jobs to enhance intrinsic motivation, quality of working life, and job involvement |
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Term
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Definition
| a cognitive state of psychological identification with one's job and the importance of work to one's total self image |
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Term
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Definition
| increasing job breadth by giving employees more tasks at the same level to perform but leaving other core characteristics unchanged |
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Term
| management by objective (MBO) |
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Definition
| an elaborate, systematic, ongoing program designed to facilitate goal establishment, goal accomplishment, and employee development |
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Term
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Definition
| an alternative work schedule in which arrival and departure times are flexible |
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