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126 Cards in this Set
- Front
- Back
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motivation |
accounts for the level, direction, and persistence of effort expended at work. |
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need |
an unfulfilled physiological or psychological desire. |
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Lower- Order Needs |
physiological, safety, and social needs in Maslow's Hierarchy. |
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Higher- Order Needs |
esteem and self- actualization needs in Maslow's Hierarchy. |
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Self Actualization Needs |
Higher Order Needs - Creative and challenging work - Participation in decision making - Job Flexibility and Autonomy |
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Esteem Needs |
Higher Order Needs -Responsibility of an important job - Promotion to higher status job -Praise and recognition from boss |
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Social Needs |
Lower Order Needs - Friendly Co-workers - Interaction with customers - Pleasant supervisor |
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Safety Needs |
Lower Order Needs - Safe working conditions - Job security - Base compensation and benefits |
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Physiological Needs |
Lower Order Needs - Rest and Refreshment Breaks - Physical comfort on the job - Reasonable Work Hours |
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Existence Needs |
Alderfer's ERG Theory desires for physiological and material well being |
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Relatedness Needs |
Alderfer's ERG Theory desires for satisfying interpersonal relationships. |
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Growth Needs |
Alderfer's ERG Theory desires continued psychological growth and development. |
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Need for achievement |
McClelland the desire to do something better, to solve problems, or to master complex tasks. |
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Need for power |
McClelland the desire to control, influence, or be responsible for other people. |
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Need for affiliation |
McClelland the desire to establish and maintain good relations with people. |
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Need for Personal Power |
seeking power for personal gratification |
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Need for Social Power |
seeking power to help people and groups achieve goals. |
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satisfier factor |
found in job content, such as a sense of achievement, recognition, responsibility, advancement, or personal growth. Improving this increases job satisfaction. |
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hygiene factor |
found in the job context, such as working conditions, interpersonal relations, organizational policies, and salary. Improving this decreases job dissatisfaction. |
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job design |
the allocation of specific work tasks to individuals and groups. |
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job enrichment |
increases job content by adding work planning and evaluating duties normally performed by the supervisor. |
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Perceived negative inequity |
discomfort felt over being harmed by unfair treatment. |
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perceived positive inequity |
discomfort felt over benefitting from unfair treatment. |
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expectancy |
a person's belief that working hard will result in high task performance. |
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instrumentality |
a persons belief that various outcomes will occur as a result of task performance. |
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valence |
the value a person assigns to work related outcomes |
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self efficacy |
a persons belief that they are capable of performing a task |
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The Law of effect |
states that behavior followed by pleasant consequences is likely to be repeated; behavior followed by unpleasant consequences is not. |
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Operant Conditioning |
the control of behavior by manipulating its consequences |
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Positive Reinforcement |
strengthens a behavior by making a desirable consequence contingent on its occurrence. |
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Negative Reinforcement |
strengthens behavior by making the avoidance of an undesirable consequence contingent on its occurrence. |
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Punishment |
discourages a behavior by making an unpleasant consequence contingent on its occurrence. |
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Extinction |
discourages a behavior by making the removal of a desirable consequence contingent on its occurrence. |
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Shaping |
positive reinforcement of successive approximations to the desired behavior. |
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Law of Contingent Reinforcement |
deliver the reward only when desired behaviors occurs |
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Law of Immediate Reinforcement |
deliver the reward as soon as possible after the desired behavior occurs. |
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Team |
a collection of people who regularly interact to pursue common goals. |
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Teamwork |
the process of people actively working together to accomplish common goals |
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Synergy |
the creation of a whole greater than the sum of its individual parts. |
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Social Loafing |
the tendency of some people to avoid responsibility by free- riding in groups |
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Formal Team |
officially recognized and supported by the organization. |
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Informal Group |
unofficial and emerges from relationships and shared interests among members. |
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Committee |
designated to work on a special task on a continuing basis. |
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Project Team/ Task Force |
convened for a specific purpose and disbands after completing its task. |
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Cross- Functional Team |
Operates with members who come from different functional units of an organization. |
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Employee Involvement Team |
meets on a regular basis to help achieve continuous improvement. |
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Quality Circle |
a team of employees who meet periodically to discuss ways of improving work quality. |
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Virtual Team |
members work together and solve problems through computer based interactions. |
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Self- managing Team |
members have the authority to make decisions about how they share and complete their work. |
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Effective Team |
achieves high levels of task performance, membership satisfaction, and future viability. |
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Team Diversity |
the mix of skills, experiences, backgrounds, and personalities of team members. |
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Homogeneous teams |
have members with similar personal characteristics. |
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Heterogenous Teams |
have members with diverse personal characteristics. |
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Team Process |
the way team members work together to accomplish tasks. |
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Team IQ |
the ability of a team to perform well by using talent and emotional intelligence. |
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Five Stages of Team Development |
Forming: initial orientation and interpersonal testing Storming: conflict over tasks and working as a team Norming : consolidation around task and operating agendas Performing: teamwork and focused task performance Adjourning: task completion and disengagement |
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Norm |
a behavior, rule, or standard expected to be followed by team members. |
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Performance Norm |
defines the effort and performance contributions expected of team members. |
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Cohesiveness |
the degree to which members are attracted to and motivated to remain part of a team. |
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Task Activity |
an action taken by a team member that directly contributes to the group's performance purpose. |
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maintenance activity |
an action taken by a team member that supports the emotional life of the group. |
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Distributed Leadership |
when any and all members contribute helpful task and maintenance activities to the team. |
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Disruptive Behaviors |
self serving and cause problems for team effectiveness. |
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decentralized communication network |
allows all members to communicated directly with one another. |
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centralized communication network |
communication flows only between individual members and a hub or center point. |
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restricted communication network |
contest one another positions and restrict interactions with one another. |
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Team Building |
involves activities to gather and analyze data on a team and make changes to increase its effectiveness. |
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Decision Making |
the process of making choices among alternative courses of action. |
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Consensus |
reached when all parties believe they have had their say and been listened to, and they agree to support the groups final decision. |
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Groupthink |
a tendency for highly cohesive teams to lose their evaluative capabilities. |
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Conflict |
a disagreement over issues of a substance and or an emotional antagonism. |
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Substantive Conflict |
involves disagreements over goals, resources, rewards, policies, procedures, and job assignments. |
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Emotional Conflict |
results from feelings of anger, distrust, dislike, fear, and resentment as well from personality clashes. |
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Avoidance |
pretends that a conflict doesn't really exist. |
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Accommodation |
smoothing, plays down differences and highlights similarities to reduce conflict. |
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Competition |
authoritative command, uses force, superior skill, or domination to win a conflict. |
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Compromise |
occurs when each party to the conflict gives up something of value to the other. |
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Collaboration |
problem solving, involves working through conflict differences and solving problems so everyone wins. |
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Conflict Resolution |
the removal of the substantive and/or emotional reasons for a conflict. |
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Social Capital |
the capacity to attract support and help from others to get things done. |
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Communication |
the process of sending and receiving symbols with meanings attached. |
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Effective Communication |
the receiver fully understands the intended meaning |
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Efficient Communication |
occurs at minimum cost to the sender. |
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Persuasive Communication |
Presents a message in a manner that causes others to accept and support it. |
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Noise |
anything that interferes with the communication process. |
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Communication Channel |
the pathway used to carry a message. |
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Channel Richness |
the capacity of a communication channel to effectively carry information. |
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Nonverbal Communication |
takes place through gestures, expressions, posture, and even use of interpersonal space. |
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Mixed Message |
results when words communicate one message while actions, body language, or appearance communicates something else. |
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Information Filtering |
the intentional distortion of information to make it more favorable to the recipient. |
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Active Listening |
helps the source of a message say what he or she really means.
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Feedback |
the process of telling someone else how you feel about something that person did or said. |
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Proxemics |
the study of the way we use and communicate with space. |
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Communication Transparency |
involves being honest and openly sharing accurate and complete information. |
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Open- Book Management |
managers provide employees with essential financial information about their employers. |
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Ethnocentrism |
the tendency to consider one's culture superior to any and all others. |
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Cultural Etiquette |
use of appropriate manners and behaviors in cross- cultural situations. |
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Diversity |
describes race, gender, age, and other individual differences. |
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Revolving Door Syndrome |
high turnover among minorities and women. |
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Inclusivity |
how open the organization is to anyone who can perform a job. |
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Multicultural Organization |
based on pluralism and operates with inclusivity and respect for diversity. |
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Glass Ceiling |
a hidden barrier to the advancement of women and minorities. |
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Leaking Pipeline Problem |
occurs when women leave career because employers lack family friendly policies and practices. |
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Biculturalism |
when minority members adopt characteristics of majority cultures in order to succeed. |
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Organizational subcultures |
groupings of people based on shared demographic and job identities. |
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Ethnocentrism |
the belief that one's membership group or subculture is superior to all others. |
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Occupational Subcultures |
form among people doing the same kinds of work. |
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Ethnic/ National Subcultures |
Form among people from the same races, language groupings, regions, and nations. |
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Cultural Intelligence |
the ability to work well in situations of cultural diversity. |
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Generational Subcultures |
form among people in similar age groups. |
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Managing Diversity |
building an inclusive work environment that allows everyone to reach his or her potential. |
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Culture Shock |
the confusion and discomfort that a person experiences when in an unfamiliar culture. |
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Cultural Intelligence |
the ability to adapt to new cultures and work well in situations of cultural diversity. |
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High Context Cultures |
rely on nonverbal and situational cues as well as spoken or written words in communication. |
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Low Context Cultures |
emphasize communication via spoken or written words. |
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Monochronic Cultures |
cultures where people tend to do one thing at a time. |
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Polychronic Cultures |
cultures where people tend to accomplish many things at once. |
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tight cultures |
social norms are rigid and clear, and members try to conform. |
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Loose Cultures |
social norms are mixed and ambiguous, and conformity varies. |
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Power Distance |
the degree to which a society accepts unequal distribution of power. |
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Uncertainty Avoidance |
the degree to which a society tolerates risk and uncertainty. |
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Individualism- Collectivism |
the degree to which a society emphasized individuals and their self- interests. |
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Masculinity- Femininity |
the degree to which a society values assertiveness and materialism. |
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Time Orientation |
the degree to which a society emphasizes short term or long term goals. |
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Ecological Fallacy |
assumes that a generalized cultural value applies equally well to all members of the culture. |
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Intercultural Competencies |
skills and personal characteristics that help us be successful in cross- cultural situations. |
