Term
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Definition
| Direction, Intensity, Persistence |
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Term
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Definition
| the process of arousing and sustaining goal-directed behavior |
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Term
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Definition
| attempt to explain and predict observable behavior |
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Term
| 3 Types of Motivational Theories |
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Definition
| Internal, External, Process |
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Term
|
Definition
| gives primary consideration to variables within the individual that give rise to motivation and behavior |
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Term
|
Definition
| emphasize the nature of the interaction between the individual and the environment |
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Term
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Definition
| focus on the elements in the environment, including the consequences of behavior, as the basis for understanding and explaining people's behavior at work |
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Term
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Definition
| what is in the best interest and benefit to an individual |
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Term
|
Definition
1. Physiological
2. Safety and Security
3. Love
4. Esteem
5. Need for Self-Actualization |
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Term
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Definition
| a set of assumptions of how to manage individuals who are motivated by lower order needs |
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Term
|
Definition
a. Little Ambition
b. Dislike Work
c. Avoid Responsibility |
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Term
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Definition
| a set of assumptions of how to manage individuals who are motivated by higher order needs |
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Term
|
Definition
a. Self-Directed
b. Enjoy Work
c. Accept Responsibility |
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Term
|
Definition
a. Existence
b. Growth
c. Relatedness |
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Term
| David McClelland Need Theory |
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Definition
| a. Need for Achievement b. Need for Power c. Need for Affiliation |
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Term
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Definition
| a manifest need that concerns individuals issues of excellence, competition, challenging goals, persistence, and overcoming difficulties |
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Term
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Definition
| a manifest need that concerns an individuals need to make an impact on others, influence others, change people/events, and make a difference in life |
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Term
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Definition
| a manifest need that concerns an individual's need to establish and maintain warm, close, intimate relationships with other people |
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Term
| Herzberg's Two Factory Theory |
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Definition
a. Hygiene Factors
b. Motivation Factors |
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Term
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Definition
| a work condition related to satisfaction of the need for psychological growth |
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Term
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Definition
| a work condition related to dissatisfaction caused by discomfort or pain |
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Term
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Definition
| a social exchange process theory of motivation that focuses on the individual-environment interaction |
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Term
| 3 Parts of the Equity Theory |
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Definition
1. Equity Sensitive
2. Benevolent
3. Entitled |
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Term
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Definition
| an individual who prefers an equity ratio equal to that of their others |
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Term
|
Definition
| an individual who is comfortable with an equity ratio less than that of their comparison other |
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Term
|
Definition
| an individual who is comfortable with an equity ratio greater than their comparison others |
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Term
|
Definition
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Term
|
Definition
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Term
| Strategies for Resolution of Inequity |
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Definition
a. alter the person's outputs
b. alter the person's inputs
c. alter the comparison other's outputs
d. alter the comparison other's inputs
e. change who is used as a comparison other
f. rationalize the equity
g. leave the organizational situation |
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Term
|
Definition
1. Distributive
2. Interactional
3. Procedural |
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Term
| Factors of Interactional Fairness |
|
Definition
1. Interpersonal
2. Informational |
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Term
| Aspects of Perceptional Fairness |
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Definition
a. Voice
b. Applies Rules Consistently
c. Appeals Process
d. Unbiased |
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Term
| 3 Parts of the Expectancy Theory |
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Definition
1. Valence
2. Expectancy
3. Instrumentality |
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Term
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Definition
| the value or importance one places on a particular reward |
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Term
|
Definition
| the belief the effort leads to performance |
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Term
|
Definition
| the belief that performance is related to rewards |
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Term
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Definition
| the measure of a person's cognitive moral development |
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Term
|
Definition
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Term
|
Definition
| physical strength, emotional energy, and cognitive aliveness |
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Term
| The Job Characteristics Model |
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Definition
a. Core Job Dimensions
b. Critical Psychological States
c. Personal and Work Outcomes |
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Term
|
Definition
a. Skill Variety
b. Task Identification
c. Task Significance
d. Autonomy
e. Feedback |
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Term
| Critical Psychological States |
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Definition
a. Experienced Meaningfulness
b. Experienced Responsibility
c. Knowledge of Actual Results
d. Moderated Growth Need Strength |
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Term
|
Definition
a. Specificity
b. Difficulty
c. Feedback
d. Participation
e. Commitment
f. Time-Bound |
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Term
|
Definition
| a change in behavior acquired through experience |
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Term
|
Definition
| Social Learning, Classical Conditioning, Operant Conditioning |
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Term
|
Definition
a. Training
b. Innovative Rewards System
c. Organizational Behavior Management
d. Discipline |
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Term
| Innovative Rewards System |
|
Definition
a. Skill-Based Pay
b. Team-Based Rewards |
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Term
| Keys to Effective Training |
|
Definition
a. Participation
b. Repetition
c. Transfer of Training
d. Feedback |
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Term
|
Definition
| modifying behavior so that a conditioned stimulus is paired with an unconditioned stimulus and elicts that conditioned response |
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Term
|
Definition
| modifying behavior through the use of positive or negative conditions following specific behaviors |
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Term
| Parts of Operant Conditioning |
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Definition
1. Antecedents
2. Behavior
3. Consequences |
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Term
|
Definition
| conditions leading up to the behavior |
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Term
| Organization Behavior Modification |
|
Definition
a. Financial Reinforcement
b. Nonfinancial Reinforcement
c. Social Reinforcement |
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Term
|
Definition
a. Critical Behaviors
b. Baseline Data
c. Behavioral Consequences
d. Intervention Strategy
e. Performance Improvement |
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Term
|
Definition
| used to enhance a desired behavior |
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Term
|
Definition
| results of a behavior that a person finds desirable |
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Term
|
Definition
| results of a behavior that a person finds unattractive |
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Term
|
Definition
| the attempt to eliminate or weaken undesirable behavior by either bestowing negative consequences or withholding positive consequences |
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Term
|
Definition
| the attempt to weaken a behavior by attaching no consequences to it |
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Term
| Thorndike's Law of Extinction |
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Definition
| the tendency for behaviors leading to desirable consequences to be strengthened and for behaviors leading to undesirable consequences to be eliminated |
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Term
| Schedules of Reinforcement |
|
Definition
1. Continuous Reinforcement
2. Partial Reinforcement |
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Term
|
Definition
a. Variable vs. Fixed
b. Interval vs. Ratio |
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Term
| Task-Specific Self-Efficacy |
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Definition
| an individual's beliefs and expectancies about his or her ability to perform a specific task effectively |
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Term
| Steps of Task-Specific Self-Efficacy |
|
Definition
1. Prior Experiences
2. Behavior Models
3. Persuasion from Others
4. Assessment of current physical and emotional capabilities |
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Term
|
Definition
| the process of establishing desired results that guide and direct behavior |
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Term
| Positive Aspects of Goal Setting |
|
Definition
a. Increases work motivation and task performance
b. It can reduce work stress that is associated with conflicting or confusing expectations
c. It can improve the accuracy and validity of performance evaluation |
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Term
|
Definition
| a goal-setting program based on interaction and negotiation between employees and managers |
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Term
| Types of Management by Objectives |
|
Definition
a. Organizational Goal Setting
b. Individual Goal Setting |
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Term
|
Definition
| a process of defining, measuring, appraising, providing feedback on, and improving performance |
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Term
|
Definition
| the evaluation of a person's performance |
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Term
| Performance Appraisal Systems |
|
Definition
| intended to improve the accuracy of measured performance and increase its agreement with actual performance |
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Term
| Characteristics of the Performance Appraisal System |
|
Definition
a. Validity
b. Reliability
c. Responsiveness
d. Flexibility
e. Equitability |
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Term
|
Definition
| a process of self-evaluation and evaluations by managers, peers, direct reports, and possibly customers |
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Term
|
Definition
| an informational cue indicating the extent to which peers in the same situation behave in a similar fashion |
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Term
|
Definition
| an informational cue indicating the degree to which an individual behaves the same way in other situations |
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Term
|
Definition
| an informational cue indicating the frequency of behavior over time |
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Term
|
Definition
| a work relationship that encourages development and career enhancement for people moving through the career cycle |
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Term
| Using Discipline Effectively |
|
Definition
a. Deliver punishment immediately after the undesirable response occurs
b. Give moderate levels of punishment
c. Punish the undesirable behavior, not the person
d. Use the punishment consistently across occasions
e. Punish everyone equally for the same infraction
f. Clearly communicate the reasons for the punishment being given
g. Do not follow the punishment with noncontingent rewards |
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Term
|
Definition
| two or more people with common interests, objectives, and continuing interaction |
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Term
|
Definition
| the standards that a work group uses to evaluate the behavior of its members |
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Term
|
Definition
| the "interpersonal glue" that makes members of a group stick together |
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Term
|
Definition
| the failure of group members to contribute personal time, effort, thoughts, or other resources to the group |
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Term
|
Definition
| a social process in which individual group members lose self-awareness and its accompanying sense of accountability, inhibition, and responsibility for individual behavior |
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Term
|
Definition
a. Command Groups
b. Task Groups |
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Term
|
Definition
a. Interest Groups
b. Friendship Groups |
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Term
|
Definition
a. To satisfy mutual needs
b. To achieve security
c. To fulfill social needs
d. To fill need for self-esteem |
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Term
|
Definition
| a group of people with complimentary skills who are committed to a common mission, performance goals, and approach for which they hold themselves mutually accountable |
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Term
| Logical Group Development Model |
|
Definition
| a group addresses the three issues of interpersonal tasks, task issues, and authority issues |
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Term
| Parts of the Logical Group Development Model |
|
Definition
a. Mutual Acceptance
b. Decision Making
c. Motivation and Commitment
d. Control and Sanctions |
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Term
| Bruce Tuckerman's Model of Group Development |
|
Definition
a. Forming
b. Storming
c. Norming
d. Performing
e. Adjourning |
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Term
| Characteristics of a Mature Group |
|
Definition
a. Clear purpose and mission
b. Well-understood norms and standards of conduct
c. High levels of group cohesion
d. Flexible status structure |
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Term
|
Definition
| the set of authority and task relations among a group's members |
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Term
|
Definition
a. Roles
b. Norms
c. Status
d. Cohesion |
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Term
|
Definition
a. Role Differentiation
b. Types of Roles
c. Role Conflict/Congruity
d. Role Clarity/Ambiguity |
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Term
|
Definition
a. Prescriptive Norms
b. Proscriptive Norms |
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Term
|
Definition
a. Informal Status
b. Formal Status |
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Term
|
Definition
a. Precedents set over time
b. Carryovers from other situations
c. Explicit statements from others
d. Critical events in group history |
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Term
| Influencing Factors in Group Cohesion |
|
Definition
a. Severity of Initiation
b. External Threat
c. Time Spent Together
d. Group Size
e. History of Success |
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Term
|
Definition
a. Potential Group Effectiveness
b. Process Gains
c. Process Losses |
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Term
|
Definition
|
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Term
|
Definition
a. Social Loafing
b. Decision Making |
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Term
|
Definition
| emotional and psychological closeness to other teams or group members |
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Term
|
Definition
| the tendency of people to perform better when under the eyes of others |
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Term
| Things that Contribute to Social Facilitation |
|
Definition
a. Drive Theory of Social
b. Evaluation Apprehension
c. Distraction Conflict Model
d. Computerized Performance Monitoring |
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Term
|
Definition
a. Diffused Responsibility
b. Each member has has less responsibility then the larger group |
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Term
| Overcoming Social Loafing |
|
Definition
a. Make each performer identifiable
b. Make work tasks more important and interesting
c. Reward individuals for contributing to their group's performance |
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Term
| Advantages of Group Decision Making |
|
Definition
a. More diversity of views
b. Increased information
c. Higher-quality decisions
d. Improved Commitment |
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Term
| Disadvantages of Group Decision Making |
|
Definition
a. Dominant Individuals
b. Unclear Responsibility
c. Time and Money Costs
d. Conformity Pressures |
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Term
|
Definition
a. a pattern of faulty decision making
b. highly cohesive groups
c. strive for agreement
d. ignore outside input |
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Term
|
Definition
a. encourage all members to be critical
b. group leader refrains from expressing opinion
c. group leader encourages the gathering of outside information
d. one or two members play devil's advocate
e. hold a second meetin |
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Term
|
Definition
a. members are unwilling to cooperate with each other
b. teams fail to achieve support from management
c. some members are unwilling to relinquish control to teams
d. teams may fail to cooperate with other teams |
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Term
|
Definition
| closeness achieved through tasks and activities |
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Term
|
Definition
| an activity directly related to the effective completion of a team's work |
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Term
|
Definition
| an activity essential to effective, satisfying interpersonal relationships with a team or group |
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Term
|
Definition
| joint action by a team of people in which individual interests are subordinated to team unity |
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Term
| Participation Decision Making |
|
Definition
| decision making in which individuals who are affected by decisions influence the making of the decision |
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Term
|
Definition
| a positive force that occurs in groups when group members stimulate new solutions to problems through the process of mutual influence and encouragement within the group |
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Term
|
Definition
| simple rules used to determine final group decisions |
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Term
|
Definition
| a deterioration of mental efficiency, reality testing, and moral judgements resulting from pressures within the gorup |
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Term
|
Definition
| the tendency for group discussion to produce shifts toward more extreme attitudes among members |
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Term
|
Definition
| a technique for generating as many ideas as possible on a given subject while suspending evaluation until all the ideas have been expressed |
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Term
|
Definition
| a structured approach to group decision making that focuses on generalizing alternatives and choosing one |
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Term
| Steps to Nominal Group Techniques |
|
Definition
1. Individuals silently list their ideas
2. Ideas are written on a chart one at a time until all the ideas are written
3. discussion is permitted but only to clarify ideas
4. a written vote is taken |
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Term
|
Definition
| gathering the judgment of experts for use in decision making |
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Term
|
Definition
| a debate between two opposing sets of recommendations |
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Term
|
Definition
| the ability to influence another person |
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Term
| French and Raven's Five Forms of Interpersonal Power |
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Definition
1. Reward Power
2. Coercive Power
3. Legitimate Power
4. Referent Power
5. Expert Power |
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Term
|
Definition
| power based on an agent's ability to control rewards that a target wants |
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Term
|
Definition
| power that is based on an agent's ability to cause an unpleasant experience for a target |
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Term
|
Definition
| power that is based on position and mutual agreement |
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Term
|
Definition
| an elusive power that is based on interpersonal attraction |
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Term
|
Definition
| the power that exists when an agent has specialized knowledge or skills that the target needs |
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Term
|
Definition
| access to and control over important information |
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Term
|
Definition
1. Personal Power
2. Social Power |
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Term
|
Definition
|
|
Term
|
Definition
| used to create motivation and to accomplish group goals |
|
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Term
|
Definition
a. Have a high need for social power
b. approach relationships with communal orientation
c. focus on needs and interests of others |
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Term
|
Definition
|
|
Term
| Types of Individual Power |
|
Definition
a. Position Power
b. Personal Power |
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Term
|
Definition
a. Legitimate Power
b. Reward Power
c. Coercive Power
d. Information Power |
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Term
|
Definition
a. Rational Persuasion
b. Expert Power
c. Referent Power
d. Charisma |
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|
Term
| Resource-Dependency Model |
|
Definition
| power resides within subunits that control the most valued organizational resources |
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|
Term
| Strategic Contingencies Model |
|
Definition
| power resides in the subunits that control the other subunits |
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|
Term
| Strategic Contingencies Model Aspects |
|
Definition
a. high organizational centrality
b. capacity to reduce uncertainty
c. nonsubstituable and indispensable activity |
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Term
|
Definition
a. Importance of the resource
b. Scarcity of the resource
c. Number of the viable subsitutes |
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Term
|
Definition
a. ethical use
b. use all
c. develop skills
d. maturity and self-control
e. influence important job |
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Term
|
Definition
a. gaining control over information
b. building coalitions
c. cultivating a favorable impression
d. blaming and attacking others
e. associating with powerful others
f. avoiding blame
g. avoiding action |
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|
Term
| Organizational Factors Which Contribute to Political Behavior |
|
Definition
a. goal and role ambiguity
b. scarcity of resources
c. history of political behavior
d. high centralization
e. organizational maturity or complexity |
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Term
|
Definition
| activities that other groups depends on in order to complete their tasks |
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Term
|
Definition
| the use of power and influence within organizations |
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Term
|
Definition
| actions not officially sanctioned by an organization that are taken to influence others in order to meet one's personal goals |
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Term
|
Definition
| the process of affecting the thoughts, behavior, and feelings of another person |
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Term
|
Definition
a. Pressure
b. Upward Appeals
c. Exchange
d. Coalition
e. Ingratiation
f. Rational Persuasion
g. Inspirational Appeals
h. Consultations |
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Term
|
Definition
a. Friendship/Liking
b. Commitment/Consistency
c. Scarcity
d. Reciprocity |
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Term
|
Definition
| the ability to get things done through favorable interpersonal relationships outside of a formally prescribed organizational mechanisms |
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Term
|
Definition
| the right to influence another person |
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|
Term
| Keys to Managing Political Behaviors |
|
Definition
a. open communications
b. clarify expectations regarding performance
c. participation management
d. encouraging cooperation among work groups
e. managing scarce resources
f. providing a supportive organizational climate |
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|
Term
|
Definition
| the range in which attempts to influence a person a person will be perceived as legitimate and will be acted upon without a great deal of thought |
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Term
|
Definition
| sharing power within an organization |
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Term
|
Definition
a. meaning
b. competence
c. self-determination
d. impact |
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Term
|
Definition
| a fit between the work role and the employee's values and beliefs |
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Term
|
Definition
| the belief that one has the ability to do a job well |
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Term
|
Definition
| having control over the way one does his/her work |
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Term
|
Definition
| the belief that one's job makes a difference within the organization |
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