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nEarly approach to management nAssumes employees are lazy and irresponsible |
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nModern approach to management Assumes employees will work hard under right conditions nTries to improve quality of work life |
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| This approach recognizes that organizational behavior depends on multiple factors and forces. |
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| changes in behavior that are brought about through special attention to behavior |
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nsocial forces that put limits on the amount of work that a worker accomplishes |
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| Elton Mayo and the Hawthorne Studies |
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nExamined how environmental conditions (i.e., lighting) affect productivity nResults suggested that social factors influence productivity and worker morale |
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| Classical Organizational Theory |
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nfocuses on structure of organizations (i.e., formal rules, impersonal treatment, division of labor, hierarchal structure, authority, lifelong career, rationality/profit) |
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| Psychological processes that occur within individuals that cannot be seen but whose existence can be inferred on the basis of people's behavior |
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the unique and relatively stable pattern of behavior, thoughts, and emotions shown by individuals |
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| pattern of behavior involving high levels of competitiveness, time urgency, and irritability. |
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pattern of behavior characterized by a casual, laid-back style |
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The strength of an individual’s desire to excel—to succeed at difficult tasks and to do them better than anyone else |
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[image]the extent to which individuals attempt to exercise control over the way they present themselves to others |
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[image]one’s belief in his or her own capacity to perform a task |
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the extent to which people hold positive or negative views about themselves |
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[image] overt reactions that express feelings about events |
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[image]occurs when people are required to display emotions on the job that are inconsistent with how they actually feel [image]Can be a source of stress to the individual |
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[image]is a cluster of skills related to the emotional aspects of life |
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[image]unfocused, relatively mild feelings that exist as background to our daily experiences |
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[image]mood’s relationship with memory |
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Feeling States/Personality Traits |
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| Moods results from _______ (short-term differences in the way we feel) and _________ (consistent differences between people’s predispositions toward experiencing positive or negative affect) |
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the process of integrating and interpreting information about others so as to accurately understand them |
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Øthe characteristics that define a particular individual |
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Øwho a person is, as defined in terms of his or her membership in various social groups |
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ØThis theory aims at explaining the way we perceive others and ourselves is based on our unique characteristics and our membership in various groups Ø(i.e.,) In- and out-groups |
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[image]process through which individuals attempt to determine the causes behind others’ behavior |
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[image]judgments about people’s dispositions, traits, and characteristics, that correspond to what we have observed of their actions |
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| Kelley's Theory of Attribution |
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[image]This theory states that people will believe others’ actions to be caused by internal or external factors based on three types of information: consensus (vextent to which other people behave in the same manner as the person being judged), consistency (vextent to which the person being judged acts the same way at other times), and distinctiveness (vextent to which a person behaves in the same manner in other contexts) |
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| Fundamental Attribution Error |
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Definition
| This bias in social perception occurs when individuals are generally prone to assume that others’ behavior is due to the way they are, their traits and dispositions |
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[image]This bias in social perception occurs due to the tendency for a person’s overall impression to bias his or her assessment of another on specific dimensions |
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[image]Beliefs that all members of specific groups share similar traits and behaviors |
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[image]This bias of social perception is due to the tendency for someone’s expectations about another to cause that individual to behave in a manner consistent with those expectations |
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Øa relatively permanent change in behavior occurring as a result of experience |
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Ølearning that results when the consequences of our behaviors determine whether we will be likely to repeat them in the future |
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vOperant conditioning concept -adds something pleasant to strengthen behavior |
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Operant conditioning concept -takes away something unpleasant to strengthen behavior |
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vOperant conditioning concept -adds something unpleasant to decrease behavior |
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vOperant conditioning concept - process through which responses that are no longer reinforced tend to gradually diminish in strength |
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Øoccurs when someone acquires new knowledge vicariously—that is, by observing what happens to others |
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[image]process through which people systematically acquire and improve the skills and abilities needed to better their job performance |
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| Organizational Behavior Management |
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- an application of learning [image] systematic application of positive reinforcement principles in organizational settings for the purpose of raising the incidence of desirable organizational behaviors |
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[image]-application of learning systematic administration of punishment |
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-application of learning [image] process of gathering, organizing, and sharing a company’s information and knowledge assets (i.e., intellectual capital) |
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| overarching theoretical concept pertaining to the fair treament of people in organizations, deals with perception |
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| Perception of fairness with which outcomes (e.g., pay, recognition) are distibuted among members of an organization, affects satisfaction with outcomes |
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| Perception of the fairness in the processes used to determine outcomes |
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| Perception of fairness with which employees are treated by others, the extent to which they are treated with dignity and respect, affects feelings about leader, likelihood of suing |
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| Perception of the fairness of information used to make decisions, affects employees feelings that they are valued by the organization |
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Term
Informational /Interactional |
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Definition
| Perceptions of justice are enhanced when outcomes are explained in detail (i.e., high ________ justice) AND when people are treated with respect (i.e., high ________justice. |
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vpattern of emotional and physiological reactions occurring in response to demands from within or outside an organization |
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Definition
| For an environmental event to be considered a stressor, it must be judged as a potential source of stress pattern through the process known as: |
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vincompatibilities between the various sets of obligations people face in work and nonwork roles, can be a source of stress |
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vneed to switch back and forth between the demands of work and family (i.e., working parents), can be a source of stress |
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uncertainty about what one is expected to do on a job, can be a cause of stress |
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[image]belief that one is required to do more work than possibly can be completed in a specific period, can be a cause of stress |
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[image]belief that one lacks the required skills or abilities to perform a given job, can be a cause of stress |
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[image]The friendship and support of others, which help minimize reactions to stress, can come from cultural norms, social institutions, friends and family, or supervisors and coworkers [image] n |
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| Lashing out at others in response to stressful encounters on the job |
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| Employee Assistance Programs (EAPs) |
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Definition
ØPlans that provide employees with assistance for various personal problems (e.g., substance abuse, career planning, and financial and legal problems) |
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ØCompany-wide programs in which employees receive training regarding things they can do to promote healthy lifestyles ØEx: exercise, nutrition, weight management ØGood results for organizations |
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| Stress Management Programs |
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Definition
ØSystematic efforts to train employees in a variety of techniques that they can use to become less adversely affected by stress |
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| The evolving sequences of work experience over time |
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[image]A predetermined set of activities a worker is expected to perform |
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[image]A coherent set of jobs |
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| The type of career in which someone stays in a certain field and works his or her way up the occupational ladder from low-level jobs to high-level jobs |
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The type of career in which people evolve through a series of occupations, each of which requires new skills and builds on existing knowledge and skills |
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| The type of career in which someone moves between many different unrelated positions, spending about one to four years in each |
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[image]The degree to which a particular job matches an individual’s skills, abilities, and interests |
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| Holland's Theory of Vocational Choice |
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| This theory states that people will perform best at occupations that match their traits and personalities |
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| A person’s occupational self-concept that is based on his or her self-perceived talents, abilities, values, needs, and motives |
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ØThe point at which one’s career has peaked and is unlikely to develop further |
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ØSystematic efforts to find new jobs for employees who are laid off |
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| systematic attempt to identify possible holders of particular positions ahead of time as preparation for top executives’ departure, used in large companies, one possibility of how this can be done is through mentoring |
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[image]process by which a more experienced employee advises, counsels, and otherwise enhances the professional development of a new employee |
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Definition
___________ are the feelings people have about everything related to their jobs |
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Definition
| unjustifiable and usually negative ATTITUDE toward a group and its members |
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| generalized (sometimes accurate but often overgeneralized) BELIEFS about a group of people |
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| unjustifiable negative BEHAVIOR toward a group or its members |
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Definition
| Generally involves efforts to give employment opportunities to qualified individuals belonging to groups that traditionally have been disadvantaged |
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| Diversity Management Programs |
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Definition
| Efforts to celebrate diversity by creating supportive, not just neutral, work environments. They can also be used to train people to embrace individual differences |
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| A theory that conceives of satisfaction and dissatisfaction as separate variables, rather than conceiving job satisfaction as falling along a single continuum |
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Definition
This theory focuses on discrepencies between what people want from a job and what they actually receive, particularly in terms of outcomes they value - anything can be a source of satisfaction as long as it is something the employees value |
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| Social Information Processing Theory |
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Definition
| This model conceives that people's attitudes towards their jobs are based on information they get from other people |
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Definition
| This model proposes that job satisfaction is a relatively stable disposition of an individual, that is, a characteristic that stays with people across all situations and jobs |
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Term
| Organizational Commitment |
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Definition
| The extent to which an individual identifies and is involved with his or her organization and/or is unwilling to leave it. |
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| Cost-based form of organizational commitment |
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| Type of organizational commitment that is associated with the agreement with the organization's goals and values |
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| This type of organizational commitment is associated with a sense of social pressure to remain in the organization |
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qProcess by which people allocate their energy to different action or tasks (Naylor, Pritchard, & Ilgen, 1980) nDetermined by how much energy (intensity) is applied to which actions (direction) for how long (persistence) |
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nMotivation theory based on the social comparison process of examining the ratio of inputs and outcomes between oneself and a comparison other Done by [image]comparing own outcome/input ratios to others’ outcome/input ratios |
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nTheory that states that people will be motivated to exert effort on the job when they believe that doing so will help them achieve the things they want Components of motivation of this theory include: nComponents of motivation: qExpectancy: belief that one’s effort will affect performance qInstrumentality: belief that one’s performance will be rewarded qValence: perceived value of the expected rewards |
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| Theory that states that goals serve as motivators because they cause people to compare their present capacity to perform with that required to succeed at the goal |
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nThis concept is associated with motivation- the process of creating jobs that people desire to perform because they are inherently appealing |
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qpractice of giving employees more tasks to perform at the same level of responsibility and skill, associated with motivation -decreases boredom and monotony, but only for a short while |
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qpractice of giving employees more tasks to perform that require higher levels of responsibility and skill, associated with motivation, more responsibility and often difficult to implement |
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| Job Characteristics Model |
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Definition
In this model, jobs can be designed to help ppl get enjoyment out of them and care about their work [image]Identifies 5 core job dimensions, that help create 3 critical psychological states, leading to beneficial personal and work outcomes |
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Definition
| A variety of behaviors involving the ways in which people work with and against each other |
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People's beliefs about what is expected of another in a relationship. Can be further broken down into two categories: transactional and relational |
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Definition
| the degree of confidence in the words and actions of another |
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Term
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Definition
| This type of trust is based on deterrence, the characteristic of most professional relationships |
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Term
| Identification-Based Trust |
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Definition
| This type of trust is based on accepting and the wants and desires of another person, characteristic of close relationships (professional or personal) |
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Term
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Definition
| Can be defined as acts that benefit others in the organization. Can further be broken down into Organizational Citizenship Behaviors and Whistleblowing |
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Definition
The disclosure of employees of illegal, immoral, or illegitamate practices by employers to people or organization able to effect action |
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| Organizational Citizenship Behavior |
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Definition
This is a concept that you need to study outside the realm of flashcards. It will probably be on the test as at least part of org psych question. These are individual, discretionary behavior not rewarded by the organization that -assists coworkers in performing their jobs -provides support for the organization -shows concientiousness toward the org STUDY THIS!!!!!!!!!! |
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Definition
| those situations in which two or more individuals, teams, or organizations worktogether towards some common goal, opposite of competition |
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Definition
| pattern of behavior in which each person, group, or organization seeks to maximize its own gains, often at the expense of others, opposite of cooperation |
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Definition
| A process in which one party perceives that another party has taken or will take actions that are incompatible with one's own interest. Can be further broken down into substantive, affect, and process types. Destructive criticism and competition over scarce resources are two main causes. |
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Term
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Definition
| This type of conflict occurs when people have different viewpoints and opinions with respect to a decision they are making with others |
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Term
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Definition
| This type of conflict occurs when people experience clashes of personalities or interpersonal tensions of some sort |
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Term
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Definition
| This type of conflict occurs when controversies arise about how various duties and resources will be allocated and with whom various responsibilites will reside |
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Term
| Deviant Organizational Behavior |
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Definition
| Actions on the part of employees that intentionally violate the norms of organizations and/or the formal rules of society, resulting in negative consequences. Can further be broken down into 5 types: Incivility, Cyberloafing, Workplace Aggression, Workplace Bullying, and Employee Theft. |
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Definition
| This type of deviant organizational behavior deals with demonstrating a lack of regard for others and denying them the respect they are due. |
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Term
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Definition
| This type of deviant organizational behavior deals with using a company's email and/or internet facilities for personal use |
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Term
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Definition
| This type of deviant organizational behavior is associated with acts of verbal and physical abuse towards others in organization, ranging from mild to severe. |
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Term
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Definition
| This type of deviant organizational behavior is associated with the repeated mistreatment of an individual at work in a manner that endangers his or her physical or mental health. |
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Term
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Definition
| This type of deviant organizational behavior deals with the taking of company property for personal use |
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Definition
[image]process by which a person, group or organization (the sender) transmits some type of information (the message) to another person, group or organization (the receiver) |
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Definition
| This type of organizational communication deals with translating an idea into a form, such as written or spoken language, that can be recognized by a receiver |
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Definition
| This type of organizational communication concept deals with converting a message back into a sender's original ideas |
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Term
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Definition
| This type of organizational communication concept deals with providing information about the impact of the message on the receiver |
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Term
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Definition
| This communication concept deals with factors that distort the clarity of a message |
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Definition
the sharing of official information with others that need it, can be divided into 3 categories: Downward (from supervisor to subordinate) Upward (from subordinate to supervisor) Horizontal (lateral communication) |
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Definition
| information shared without any formally imposed obligations or restrictions (examples include grapevine and rumors) |
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Definition
| Procedures that provide formal mechanisms to employees for presenting their ideas to the company |
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Definition
[image]routine decisions, made by lower-level personnel, that rely on predetermined courses of action |
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Term
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Definition
| decisions for which there are no ready-made solutions |
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Definition
[image]nonprogrammed decisions that have important long-term implications for the organization and are made by coalitions of high-level executives |
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Definition
[image]decisions made by managers |
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Term
| Empowered Decision Making |
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Definition
[image]allows employees to make the decisions required to do their jobs without seeking supervisory approval |
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Term
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Definition
| This model proposed that decision makers consider ALL possible alternatives before selecting the optimal solution, not very practical |
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Term
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Definition
[image]A model of decision making that recognizes that decision makers may have a limited view of the problems confronting them, assumptions of this model include 1) we make satisficing decisions and 2) we are guided by bounded rationality and bounded discretion |
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Definition
A theory of decision making that recognizes that decisions are made in an automatic, intuitive fashion based on actions that best fit individuals’ personal standards, goals, and plans for the future |
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Definition
Refers to the tendency for people to make different decisions based on how a problem is presented to them n-Emphasizing positive gains tends to make decision makers risk averse n-Emphasizing potential losses tends to make decision makers risk seeking |
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Definition
simple rules that guide decision makers through a complex array of decision alternatives |
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Definition
A bias in decision-making, ntendency for people to base judgments on information that is readily available to them, although it may be inaccurate |
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Definition
nA bias of decision-making, the tendency to perceive others in stereotypical ways if they appear to be typical representatives of the category to which they belong |
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Definition
The tendency for individuals to continue to support previously unsuccessful courses of action because they have sunk costs invested in them |
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Definition
| A kind of thinking that occurs when people place more importance on maintaining group cohesiveness than on assessing the facts of the problem with which the group is concerned |
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Definition
| A technique for improving the quality of group decisions that minimizes the tendency for group members to be unwilling to present their ideas by adding new members to a group one at a time and requiring each to present his or her ideas independently to a group that already has discussed the problem at hand |
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Definition
A technique for improving group decisions -A systematic way of collecting and organizing the opinions of several experts into a single decision |
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Definition
A technique for improving group decisions in which small groups of individuals systematically present and discuss their ideas before privately voting on their preferred solution. The most preferred solution is accepted as the group’s decision |
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Definition
Process by which an individual influences others in a way that helps attain group or organizational goals |
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Definition
| formal power associated with a specific job |
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Definition
| power that comes from unique qualities of a person |
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Term
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Definition
| This leadership approach recognizes that great key leaders possess key traits that set them apart from most others, traits that remain stable over time and across different groups |
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Term
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Definition
If the question is about leadership, you may want to quote him if you're talking about The Trait Approach (or any other sound kind of leadership for that matter) He said- "The history of the world was the biography of great men" |
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Term
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Definition
This approach to leadership focuses on three main components: Personal attributes: high energy level, tolerance for stress, emotional maturity, integrity, self-confidence Motivation: need for power, achievement, affiliation Skills: technical, conceptual and interpersonal |
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Term
| Transformational Leadership |
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Definition
This type of leadership concerns the process of inspiring a group to pursue goals and attain results. Broken down into the 4 I's Inspirational Influence Intellectual Influence Idealized Influence Individualized Influence -Strongly related to work unit effectiveness, especially idealized influence! |
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Term
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Definition
[image]This leadership approach emphasizes what leaders actually do on the job. [image]Incorporates 2 lines of research: |
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Definition
[image]Assumes that a leader’s contribution to successful performance by his or her group is determined by the leader’s own traits in conjunction with various features of the situation [image]The most important personal characteristic is the leader’s esteem for his/her least preferred coworker nLow LPC leaders view this person in a negative light, and are primarily concerned with attaining successful task performance nHigh LPC leaders view this person in a positive light and are mainly concerned with establishing good relations with subordinates |
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Term
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Definition
| This leadership theory emphasizes the importance of telling followers what behaviors are needed in order to attain desired outcomes (House, 1971) Based on this leadership theory, leaders can influence subordinates’ perceptions of jobs by: |
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Term
| Implicit Leadership Theory |
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Definition
| In this leadership theory, leadership exists only in the mind of the follower. Individuals have an idea of what a leader should look like, and they evaluate actual leaders based on this idea. |
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Term
| Charismatic Leadership Approach |
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Definition
[image]This leadership style employs a follower perception that a leader possesses a divinely inspired gift and is unique and larger than life, which inspires confidence and support (in followers) for the ideas and beliefs of the leader |
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Definition
nCognitive framework consisting of assumptions and values shared by organizational members |
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Definition
[image]process of coordinating the structural elements of organizations in the most appropriate manner |
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Term
| Organizational Development |
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Definition
Ømay be defined as a set of social science techniques designed to plan and implement change in work settings for purposes of enhancing the personal development of individuals and improving the effectiveness of organizational functioning. Includes: nSurvey feedback nManagement by Objectives (pay attention to this- as it is cross cutting in terms of performance appraisals and org psych!)
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