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Definition
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Term
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Definition
| the study of the actions of people at work |
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| a performance measure of both work efficiency and effectiveness |
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| the failure to show up for work |
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| voluntary and involuntary permanets withdrawal from an organization |
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| organizational citizenship behavior |
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Definition
| discretionary behavior that's not part of an employee's formal job requirements, but which promotes the effective functioning of the organization |
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| an employee's general attitude toward his or her job |
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| any intentional employee behavior that is potentially harmful to the organization or individuals within the organization |
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| evaluative statements, either favorable or unfavorable, concerning objects, people or events |
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| the part of an attitude made up of the beliefs opinions, knowledge, and information held by a person |
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| the part of an attitude that's the emotional or feeling part |
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| the part of an attitude that refers to an intention to behave in a certain way toward someone or something |
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| the degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance important for self-worth |
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| organizational commitment |
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Definition
| an employee's orientation toward the organization in terms of his or her loyalty to, identification with, and involvement in the organization |
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| when employees are connected to, satisfied with, and enthusiastic about their jobs. |
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| any incompatibility or inconsistency between attitudes or between behavior and attitudes |
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| a unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others |
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| myers-briggs type indicator |
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Definition
| a personality assessment that uses four dichotomies of personality to identity different personality types |
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| a personality trait model that examines five traits: extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience |
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Definition
| a personality trait model that examines five traits: extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience |
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| the ability to notice and to manage emotional cues and information |
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| the degrees to which people believe they control their own fate |
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| a measure of the degree to which people are pragmatic, maintain emotional distance, and believe that ends justify means |
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| an individual's degree of like or dislike for himslef or herself |
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| a personality trait that measures the ability to adjust behavior to external situational factors. |
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| a process by which we give meaning to our environment by organizing and interpreting sensory impressions |
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| a theory used to explain how we judge people differently, based on what meaning we attribute to a given behavior |
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| fundamental attribution error |
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Definition
| the tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgements about the behavior of others |
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| the tendency for individuals to attribute their successes to internal factors while putting the blame for failures on external factors |
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| the tendency for people to only absorb parts of what they observe, allowing them to "speed read" others |
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| an observer's perception of others is influenced more by the observer's own characteristics than by those of the person observed |
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| when we judge someone on the basis of our perception of a group he or she is part of- |
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| when we form a general impression of a person on the basis of a single characteristic |
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| a relatively permanent change in behavior that occurs as a result of experience |
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| a theory of learning that says behavior is a function of its consequences |
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| a theory of learning that says people can learn through observation and direct experience |
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| the process of guiding learning in graduated steps, using reinforcement or lack of reinforcement. |
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| someone who can influence others and who has managerial authority |
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| the process of leading a group and influencing that group to achieve its goals |
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| trait theories of leadership |
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| theories that isolate characteristics that differentiate leaders from nonleaders |
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| behavior theories of leadership |
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Definition
| theories that isolate behaviors that differentiate effective leaders from ineffective leaders |
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| a leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation. |
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| a leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods, and uses feedback to coach employees |
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| a leader who generally gives employees complete freedom to make decisions and to complete their work however they see fit |
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| the extent to which a leader defines and structures his or her role and the roles of employees to attain goals |
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| the extent to which a leader has job relationships characterized by mutual trust, respect for employees' ideas, and regard for their feelings. |
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| a leader who emphasizes the people aspects |
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| a leader who emphasizes the technical or task aspects |
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| a two-dimensional grid for appraising leadership styles |
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| fiedler contingency model |
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Definition
| leadership theory that proposes that effective group performance depends on the proper match between a leader's style and the degree to which the situation allowed the leader to control and influence |
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| least-preferred co-worker questionnaire |
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Definition
| a questionnaire that measures whether a leader was task or relationship oriented |
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| situational leadership theory |
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Definition
| a leadership contingency theory that focuses on followers' readiness |
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Definition
| the extent to which people have the ability and willingness to accomplish a specific task |
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| leader-participation model |
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Definition
| a leadership contingency theory that's based on a sequential set of rules for determining how much participation a leader uses in decision making according to different types of situations |
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Definition
| a leadership theory that says the leader's job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the organization's or group's goals |
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| leaders who lead primarily by using social exchange |
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| leaders who stimulate and inspire followers to achieve extraordinary outcomes |
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| enthuastic self-confident leaders whose personalities and actions influence people to behave in certain ways |
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| the ability to create and articulate a realistic credible, and attractive vision of the future that improves on the present situation. |
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| the act of increasing the decision-making discretion of workers |
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| the degree to whih followers perceive someone as honest, competent, and able to inspire |
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| the belief in the integrity, character, and ability of a leader |
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| a transfer of understanding and meaning from one person to another |
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| the seven-step process in which understanding and meaning is transferred from one person to another |
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| converting a message into symbolic form |
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| a purpose for communicating that's to be conveyed |
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| the medium by which a message travels |
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| translating a received message |
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| checking to see how successfully a message has been transferred |
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| an unofficial channel of communication |
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| nonverbal communication cues such as facial expressions, gestures, and other body movements |
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| an emphasis given to words or phrases that conveys meaning |
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| deliberately manipulating information to make it appear more favorable to the receiver |
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| selectively perceiving or hearing a communication based on your own needs, motivations, experiences, or other personal characteristics |
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| what results when information exceeds processing capacity |
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| listening for full meaning without making premature judgements or interpretations |
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| cultivating a learning culture in which organizational members systematically gather knowledge and share it with others |
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| assigning authority to another person to carry out specific activities |
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| assigning authority to another person to carry out specific activities |
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| perceived differences resulting in interference or opposition |
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| traditional view of conflict |
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Definition
| the view that all conflict is bad and must be avoided |
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| human relations view of conflict |
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Definition
| the view that conflict is natural and inevitable and had potential to be a positive force |
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| interactionist view of conflict |
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Definition
| the view that some conflict is necessary for an organization to perform effectively |
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| conflict that's constructive and supports an organization's goals |
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| conflict that's destructive and prevents an organization from achieving its goals |
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| conflict that relates to the content and goals of work |
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| conflict that focuses on interpersonal relationships |
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| conflict that refers to how the work gets done |
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| a person who purposely presents arguments that run counter to those proposed by the majority or against current practices |
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| a process in which two or more parties who have different preferences must make a joint decision and come to an agreement |
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| negotiation under zero-sum conditions, in which any gain by one party involves a loss to the other party. |
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| negotiation in which there is at least one settlement that involves no loss to either party |
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| the management function that involves monitoring activities to ensure that they're being accomplished as planned and correcting any significant deviations. |
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| a three step process of measuring actual performance against a standard, and taking managerial action to correct deviations or to address inadequate standards. |
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| management by walking around |
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| when a manager is out in the work area interacting with employees |
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| the acceptable parameters of variance between actual performance and a standard |
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| immediate corrective action |
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Definition
| corrective action that addresses problems at once to get performacne back on track |
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| corrective action that looks at how and why performance deviated before correcting the source of deviation |
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| control that takes place before a work activity is done |
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| control that takes place while a word activity is in progress |
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| control that takes place after a work activity is done |
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| management information system |
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| a system used to provide management with needed information on a regular basis |
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| a performance measurement tool that looks at more than just the financial perspective |
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| any unauthorized taking of company property by employees for their personal use. |
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| a financial tool used in for planning and controlling |
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| tests the organization's ability to meet short-term obligations. current assets/current liabilities |
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| test liquidity more accurately when inventories turn over slowly or are difficult to sell. (current assets-inventories)/current liabilities |
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| the higher the ratio, the more efficiently inventory assets are being used. sales/invenroty |
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| profit margin on sales: (net profit after taxes)/(total taxes) identifies the profits that are being generated return on investment (net profit after taxes)/ total assets. measures the efficiency of assets to generate profits |
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| provides first hand information that is not filtered by others |
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| used to measure actual performance, with graphs, bar charts, an numerical displays |
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| conferences, meetings, one-to-one conversations |
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| slower but more formal than oral |
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| the process by which a person's efforts are energized, directed, and sustained toward attaining a goal |
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| hierarchy of needs theory |
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Definition
| maslow's theory that there is a heirarchy of five human needs: physiogical, safety, social, esteem, and sefl-actuatization |
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Definition
| the assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to work |
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| the assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction |
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| herzbert's motivation theory, which proposes that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dessatisfaction |
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| factors that eliminate job dissatisfaction but don't motivate |
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| intrinsic factors that have to do with the job itself and serve to motivate individuals |
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| mcclelland's theory, which says that three acquired needs-achievement, power, and affiliation-are major motives at work |
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Definition
| the drive to succeed and excel in relation to a set of standards |
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| the need to make others behave in a way that they wold not have behaved otherwise |
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| the desire for friendly and close interpersonal relationships |
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Definition
| the propostion that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals |
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| an individual's belief that he or she is capable of performing a task |
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Definition
| the way tasks are combined to form complete jobs |
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| job characteristics model |
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Definition
| a framework for analyzing and designing jobs that identifies five core job dimensions, their interrelationships and their impact on outcomes |
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Definition
| the vertical expansion of a job by adding planning and evaluation responsibilities |
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| the theory that an employees compares his job's input-outcomes ratio with that of relevant others and then corrects any inequity |
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| the persons, systems, or selves against which individuals compare themselves to assess equity |
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| perceived fairness of the amount and allocation of rewards among individuals |
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| perceived fairness of the process used to determine the distribution of rewards |
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| the theory that an individual tends to act in a certain way, based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual |
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| a workweek in which employees work longer hours per day but fewer days per week |
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| a scheduling system in which employees are required to work a certain number of hours per week but are free, within limits, to vary the hours of work |
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| when two or more people split a fulltime job |
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| a job approach in which employees work at home but are linked by technoloty to the workplace |
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Definition
| a motivational approach in which an organization's financial statements are shared with all employees |
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| employee recognition programs |
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Definition
| programs that consist of personal attention and ecpressions of interest, approval, and appreciation for a job well done |
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| pay-for-performance programs |
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Definition
| variable compensation plans that pay employees on the basis of some performance measure |
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