Mgt 3301 Final

Front 1

Organizational Behavior

Back 1

the study of human behavior in organizations

Front 2

four functions of management

Back 2

1) Planning
2) Organizing
3) Leading
4) Controling

Front 3

social responsibility

Back 3

the obligation of organizations to behave in ethical and moral ways.

Front 4

High Performance Organization

Back 4

are designed to bring out the best in people and produce sustainable organizational results

Front 5

Characteristics of high-performance organizations

Back 5

1) value people
2) mobilize teams
3) Utilize
4) thrive on learning
5) are achievement oriented

Front 6

Culture

Back 6

the learned and shared ways of thinking and acting amonga group of people or society

Front 7

Organizational culture

Back 7

the shared beliefs and values that influence the behavior of organizational members

Front 8

Teams

Back 8

are groups of people who work actively together to chieve a purpose for which they are all accountable

Front 9

#3 types of teams

Back 9

1) Teams that recommend things- upper mgt
2) Teams that run things-middle mgt
3) Teams that make or do things

Front 10

workforce diversity

Back 10

describes how people differ in such respects as age, race, ethnicity, gender, physical ability, and sexual orientation.

Front 11

Multinational corporations

Back 11

a business with extensive international operations in more than one country

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aptitude

Back 12

the capability of learning something

Front 13

Perception

Back 13

the process through which people recieve, organize, and interpret information from their environment

Front 14

intuition

Back 14

the ability to know or recognize quickly the possibilities of a siuation
(gut feeling)

Front 15

Stereotype

Back 15

when one thinks of an individual as belonging to a group or category and the characteristics commonly associated with the group or category are assigned to the individual

Front 16

Organizational Behavior

Back 16

the study of human behavior in organizations

Front 17

four functions of management

Back 17

1) Planning
2) Organizing
3) Leading
4) Controling

Front 18

social responsibility

Back 18

the obligation of organizations to behave in ethical and moral ways.

Front 19

High Performance Organization

Back 19

are designed to bring out the best in people and produce sustainable organizational results

Front 20

Characteristics of high-performance organizations

Back 20

1) value people
2) mobilize teams
3) Utilize
4) thrive on learning
5) are achievement oriented

Front 21

Culture

Back 21

the learned and shared ways of thinking and acting amonga group of people or society

Front 22

Organizational culture

Back 22

the shared beliefs and values that influence the behavior of organizational members

Front 23

Teams

Back 23

are groups of people who work actively together to chieve a purpose for which they are all accountable

Front 24

#3 types of teams

Back 24

1) Teams that recommend things- upper mgt
2) Teams that run things-middle mgt
3) Teams that make or do things

Front 25

workforce diversity

Back 25

describes how people differ in such respects as age, race, ethnicity, gender, physical ability, and sexual orientation.

Front 26

Multinational corporations

Back 26

a business with extensive international operations in more than one country

Front 27

aptitude

Back 27

the capability of learning something

Front 28

Perception

Back 28

the process through which people recieve, organize, and interpret information from their environment

Front 29

intuition

Back 29

the ability to know or recognize quickly the possibilities of a siuation
(gut feeling)

Front 30

Stereotype

Back 30

when one thinks of an individual as belonging to a group or category and the characteristics commonly associated with the group or category are assigned to the individual

Front 31

Halo effect

Back 31

occurs when one attribute of a perso or situation is used to develop an overall impression of the person or situation

Front 32

Self serving bias

Back 32

the tendency to deny pesonal responsibility for performance problems but to accept personal responsibility for performance success

Front 33

Maslows Theory

Back 33

hierarchy of needs theory offers a pyramid of physiological, safety, social, esteem, and self actualization needs; assumes that some needs are more important than others and must be satisfied befpre other needs can serve as motivators

Front 34

#5 distinct levels of individual needs

Back 34

high order needs
1) self-actualization
2) Esteem
Lower order needs
3) Social
4) Safety
5) Physiological

Front 35

Performance Appraisal

Back 35

a process of systematically evaluating performance and providing feedback on which performance adjustments can be made

Front 36

goal setting

Back 36

a process of developing, negotiating, and formalizing the targets or objectives that a person is responsible for accomplishing

Front 37

Performance Appraisal

Back 37

a process of systematically evaluating performance and providing feedback on which performance adjustments can be made.

Front 38

Job enrichment

Back 38

increases job content by giving workers more responsibility for planning and evaluating duties.

Front 39

Job enlargement

Back 39

increases task variety by adding new tasks of simialr difficulty to a job.

Front 40

job rotation

Back 40

increases task variety by shifting workers among jobs involving tasks of similar difficulty.

Front 41

Synergy

Back 41

The creation of the whole that is greater than the sum of its parts

Front 42

Stages of Group Developing

Back 42

1)Forming
2) Storming
3) Norming
4) Performing
5) Adjourning

Front 43

Group Thinking

Back 43

the tendency of cohesive group members to lose their critical evaluative capabilities.

Front 44

Team building

Back 44

is a collaborative way to gather and analyze data to improve teamwork.

Front 45

#3 types of Team Building

Back 45

1) Formal retreat approach
2) continuous improvement approach
3) Outdoor experience approach

Front 46

Formal retreat approach

Back 46

Team building takes place during an off- site retreat

Front 47

continuous improvement approach

Back 47

the manager, team leader, or group members themselves take responsibility for regularly engaging in the team-building process.

Front 48

outdoor experience approach

Back 48

places group members in a variety of physically challenging situations that must be mastered through teamwork, not individual work.

Front 49

Cohesiveness

Back 49

The degree to which members are attracted to a group and motivated to remain a part of it

Front 50

Organizational Purpose

Back 50

core purpose of an organization may be stated as the creation of goods or services for customers

Hint 50

core purpose
mission statement
strategy

Front 51

Mission Statements

Back 51

written statements of organizational purpose.

Front 52

Strategy

Back 52

a comprehensive plan that guides organizations to operate in ways that allow them to out perform their competitors

Front 53

Organizational Charts

Back 53

are diagrams that depict the formal structures of organizations

Front 54

Adhocracy

Back 54

an organizational structure that emphasizes shared, decentralized decision making; extreme horizontal specialization;virtual absence of formal control & few rules

Front 55

Grafting

Back 55

the process of aquiring individuals, units, and or firms to bring in useful knowledge to the organization.

Front 56

Scanning

Back 56

looking outside the firm and bringing back useful solutions to problems

Front 57

Benefit cycle

Back 57

a pattern of successful adjustments followed by further improvements

Front 58

Deficit cycle

Back 58

a pattern of deteriorating performance that is followed by even further deterioration

Front 59

Subculture

Back 59

unique patterns of values and philosophies within a group that are consistent with the sominant culture of the larger organization or social system

Front 60

Counter culture

Back 60

the patterns of values and philosophies that outwardly reject those of the larger organization or social system

Front 61

#4 functions of management

Back 61

1) Planning
2) Organizing
3) Leading
4) Controlling

Front 62

Planning

Back 62

defining goals, setting specific performance objectives and identifing actions need to achieve them.

Front 63

Organizing

Back 63

creating work structures and systems and arranging resources to accomplish goals and objectives

Front 64

Leading

Back 64

instilling enthusiasm by communicating with others, motivating them to work hard and maintain good inerpersonal relations

Front 65

Controlling

Back 65

ensuring that things go well by monitoring performance and taking corrective action as neccessar

Front 66

Leadership grid

Back 66

provides a framework for understanding the impact and consequences of individual team and organizational power

Front 67

Feedback

Back 67

the process of communicating how one feels about something another person has done or said.

Front 68

Empowerment

Back 68

the process that allows individuals and groups to make decisions affecting themselves and their work.

Front 69

Communication barriers

Back 69

1) noise level
2) distractions

Front 70

Escalating commitment

Back 70

the tendency to continue a previously chosen course of action even when feedback suggest that it is failing

Front 71

Conflict

Back 71

occurs when parties disagree over substanive isues or when emotional antagonisms create friction between them

Front 72

Cohesiveness

Back 72

the degree in which members are attracted to a group and are motivated to remain part of it.

Front 73

Organizational purpose

Back 73

may be stated as the creation of goods or services for customers.

Front 74

mission statements

Back 74

written statements of organizational purpose

Front 75

Strategy

Back 75

a comprehensive plan that guides organizations to operate in ways that allow them to outperform their competetitors.

Front 76

Organizational charts

Back 76

diagrams that depict the formal structures of organizations.

Front 77

Adhocracy

Back 77

an organizational structure that emphasizes shared, decentralized decision making, extreme horizontal specialization; few levels of management,absence of formal control and rules

Front 78

grafting

Back 78

the process of acquiring individuals, units, and firms to bring in useful knowledge to the organization.

Front 79

Scanning

Back 79

looking outside the firm and bringing back useful solutions to a problem

Front 80

Benifit cycle

Back 80

a pattern of successful adjustment followed by further improvements

Front 81

Defeicit cycle

Back 81

a pattern of deteriorating performance that is followed by even further deterioration

Front 82

subculture

Back 82

are unique patterns of values and philosophies within a group that are consistent with the somniant culture of the larger organization or social systems.

Front 83

counter culture

Back 83

patterns of values and philosophies that outwardly reject those of the larger organization or social system

Front 84

Sagas

Back 84

embellished heroic accounts of the story of the founding organization

Front 85

rites

Back 85

standardized and recurring activities used at special times to influence the behaviors and understanding of organizational members

Front 86

Culturl symbols

Back 86

any object, act or event that serves to transmit cultural meaning

Front 87

Leadership grid

Back 87

provides a framework for understanding the impact and consequences of individual team and organizational powers.

Front 88

managerial power

Back 88

power from position

Front 89

feedback

Back 89

process of communicating how one feels about something another person has done or said

Front 90

empowerment

Back 90

the process that allows individuals and groups to make decisions affecting themselves and their work.

Front 91

communication barriers

Back 91

1) noise levels
2) distractions

Front 92

escalating commitment

Back 92

the tendency to continue a previously chosen course of action even when feedback suggestthat it is failing

Front 93

conflict

Back 93

occurs when parties disagree over substantive issues or when emotional antaganisms create friction between them

Front 94

Types of conflict

Back 94

1) substantive conflict
2)emotional conflict

Front 95

substantive conflict

Back 95

involves fundamental disagreement over ends or ga