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117 Cards in this Set
- Front
- Back
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This needs based perspective of motivation states that there is a difference between the factors that will satisfy employess with their jobs and those factors that makes them motivated |
Dual structure theory |
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These schedule provide reinforcement after a set number of behaviors |
Fixed ratio |
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Not a component of expectancy theory |
Reward |
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Accdg to this principle of goal setting, the set goal must impose demands upon the abilities of the individuals |
Challenge |
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This is a form of learning through associations of stimuli to influence behavior |
Classical conditioning |
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People have high levels of this personality tend to seek more challenging job because he thinks that he can successfully perform the task required |
Self efficacy |
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This job related attitude is seen when the employee actively participates in the firms activities |
Employee engagement |
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Science that emphasizes the influence of people on one another |
Social psychology |
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What kind of skill is necessary to announce a change in company rules to employees |
Interpersonal skill |
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This contextual perspective of OB states that an organization receives input and transform them into outputs that will given back to the environment |
System perspective |
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Which job specialization alternative exapnds a worker's job to include tasks done by other workers |
Job enlargement |
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Refers to observing behaviors and drawing conclusions |
Attribution |
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Process by which the individual gives meaning to the environment |
Perception |
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Ability to accurately perceive, evaluate, express and regulate emotions and feelings |
Emotional intelligence |
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Personality theory that suggests genetics is responsible for personality |
Biological theory |
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Personality theory that emohasizes the importance of free will and individual experince in the development of personality |
Humanist theory |
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Implied understanding of reciprocal obligation between the employee and the company |
Psychological contract |
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Two basic types of organization |
Mechanistic Organic |
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Basic solutions to environmental diversity |
Differentiation Integration |
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Important aspects of organizational structure |
- - Job design |
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Components of emotional intelligence |
Self regulation Motivation Empathy Social skill |
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Sequential pattern of response to violation |
Voice Silence Retreat Destruction Exit |
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Maslows hierarchy of needs (low-high) |
Psychological Safety and security Belongingness social love Esteem Self actualization |
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Five characteristics of behavior |
Caused Goal directed Motivated Observable is measurable Not observable is also important |
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Individual psychological variables |
Perception Attribution Attitude Personality Emotional intelligence |
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Components of attitude |
Cognitive Affective Behavioral |
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Components of emotional intelligence |
Slef regulation Motivation Empathy Social skill |
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Content theories of motivation |
Maslows need hierarchy Alderfer's ERG theory Herzbergs two factors theory Mcclelland learn theory |
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Process theory of motivation |
Expectancy theory - Victor Vroom Equity theory - Adam's Operant conditioning Goal setting theory |
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Personality theories |
Biological - Hans Eysenck Behavioral - Skinner watson Traits - Cattell, Eysenck |
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a function of the individual and environment |
Behavior |
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Innate or learned that permits a person to do something mental or physical |
Ability |
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Mental or physical task related competencie |
Skill |
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Process by which the individual gives meaning to the environment |
Perception |
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Intrinsic part of a persons personality mental state of readiness involves thought process intention or feeling |
Attitude |
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Discrepancy between the cognitive and the behavioral component of attitude |
Cognitive dissonance |
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Personality states that genetics is responsible for personality |
Biological theory |
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Personality theory that emphasizes the influence of the unconscious mind and childhood experiences personality |
Psychodynamic theory |
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Personality theory that suggest that personality is a result of intersection between the individual and the environment |
Behavioral theory |
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Something that stimulates an individual to act in a certain way |
Motivation |
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Motivation theories that focus on intrinsic factors to explain behavior |
Content theories of motivation |
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Motivates theories that focus on extrinsic factors to explain behavior |
Process theories of motivation |
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Learning that occurs as a consequence of behavior |
Operant conditioning |
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Ratio of employees who leave/laid off to average number of employees |
Involuntary labor turn over |
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Denotes that the sum total of the behavior of individuals in a group is something more than the behavior of the group |
Synergy |
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Two or more employees who interact with each other such that the behavior of one influences the other |
Group |
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Composed of employees from different departments or work areas to work on a task |
Cross functional teams |
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Special type of task group formed to achieve specific goal or objectives |
Team |
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An adhoc team to find a solution to a specific problem |
Problem solving team |
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Teams that relies on interactive technology to work together as they are a separated by distance |
Virtual teams |
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Small teams of technocrats designers engineers technicians to develop innovative new products |
Skunkworks |
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Groups based on their position in the organizaton |
Formal groups |
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Natural groupings of peaople |
Informal groups |
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Formal group specified in the organization chart composed of the manager and his subordinates |
Command grp |
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A misunderstanding serious disagreement discord or strife |
Conflict |
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Confrontation within or between grps that benefits the org |
Functional conflict |
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Conflict that arises from relations between and among individuals |
Relationship conflict |
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Conflict that arises from performance of what is to be done in a project |
Task conflict |
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Conflict that arises from performance of how task is to be done |
Process conflict |
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Conflict that arises within the grp |
Intragroup conflict |
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Conflict that arises between the grp |
Intergroup conflict |
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Resolving conflict through conflicting groups or members coming together to forge an agreement |
Negotiation |
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Resolving conflict through the encouraging cooperation between individuals and or groups |
Team building |
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Setting a dispute by mutual concession |
Compromise |
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Reasons for forming groups |
Need satisfaction Proximity and attraction Group goals congruent in ones goal Economic benefits |
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Stages of grp development |
Acquaintance and mutual acceptance Communication and decision making Motivation and productivity Control and organization |
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Characteristics of groups |
Structure Status hierarchy Roles Norms Leadership Cohesiveness |
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Reasons for intergroup conflict |
Work interdependents Difference in goals Difference in perception |
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Methods of resolving conflicts |
Negotiation Stimulation Team building |
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Communication process |
Source Encoding Transmission Receiver Decoding Feedback |
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Communication barriers |
Selective listening Filtering Physical distraction Semantic barriers Information overload Emotions Message timing |
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Directions of communications |
Downward Upward Lateral |
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Types of communication |
Oral Written Nonverbal |
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Roles in organizational communication |
Gate keeper Liaison Cosmopolite Isolate |
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Comunication network |
Achieved cordinated action Information sharing Expressing feelings and emotions |
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Process where receiver interprets the meaning of a message |
Decoding |
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Communication network where each member communicates with the people on either side but with no one else |
Circle network |
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Communication barriers happens when loud noisees prevent you from conducting your conversation |
Physical distraction |
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Tyoe of communication that occurs between members of the same work group |
Lateral communication |
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Transmission of a message from the sender to the receiver |
Communication |
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Communication barrier where receiver blocks out certain information and only hear those thatatch his preconceived notions |
Selective listening |
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Type of communication like body movements and facial expressions |
Nonverbal communication |
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Communication barrier where the senders convey only certain parts pf relevant information |
Filtering |
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The receiver hears the fact in the msg and understand the senders meaning about the msg |
Active listening |
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Communication network where the information flows between the person at the end of each line and the person in the middle |
Wheel network |
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Role in org communication that focuses on linking the org to the external environment |
Cosmopolite |
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Communication barrier that occurs when receivers have more information taht they can sort or absorb |
Information overload |
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Communicstion network where each member communicates with the person above and below but not with those on each end |
Chain network |
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communication network where all the members communicate with all other members |
All channel network |
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Communication barrier where the msg ia not decoded due to dofferent meanings of same word |
Semantic barrier |
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Factors in forming organizational culture |
External adaption Internal integration |
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Types of organizational culture |
Clan Adhocracy Market Hierarchy |
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Levels of org culture |
Observable artifacts Espoused values Basic assumptions |
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How employees learn culture |
Values Norms Stories Ceremonies Symbol Language |
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Maintaining culture in org |
Socialization Realistic job preview ASA Framework Employee orientation Mentoring |
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Culture as liability |
Barriers to change Barriers to diversity Barriers to acquisition and merger |
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Elements in org structure |
Specialization Departmentalization Span of control Centralization and decentralization Formalization Chain of command |
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Basic org model |
Mechanistic Organic |
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Factors affecting org design |
Company strategy Company size Business environment Technology |
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Specific forms of org |
Simple structure Bureaucracy Matrix |
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Types of bureaucracy |
Functional structure Divisional stucture |
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Its basic goal is to coordinate the actions of employees to acheive org goals |
Organizational structure |
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Formally dictates how job and task are divided and coordinated between individuals groups within the company |
Organizational structure |
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May also be known as division of labor |
Specialization |
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Way in which divided task are combined and allocated to the work grp |
Departmentalization |
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Number of people reporting to a supervisor/manager |
Span of control |
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Structural policy in where decision making is delegated down the hierarchy |
Decentralization |
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Structural policy in which decision making is concentrated at the top of the org |
Centralization |
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Degree to which rules regulations and decision making are standardized |
Formalization |
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Line of authority that extends from the top of the organization down to the lowest position |
Chain of command |
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Basic type of org with formal internal relationship and relies on written rules and procedures |
Mechanistic |
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Form of org with centralized authority high degree of specialization formalization and narrow span of control |
Bureaucracy |
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Form of org that combines the functional and divisional forms that uses flexible teams and subordinate may report to more than one boss |
Matrix |
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Family like culture with a focus on mentoring nurturing and doings things together |
Clan |
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Dynamic entreprenuerial culture with a focus on risk taking and innovation |
Adhocracy |
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Results oriented culture with a focus on competition achievement and getting the job done |
Market |
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Cultures that are structure and controlled with a focus on efficiency stabilitiy and doing things right |
Hierarchy |
