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| the ability to influence people toward the attainment of goals |
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| the potential ability to influence the behavior of others |
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legitimate coercive expert informational reward connection |
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aka position or formal power person of higher position has control over people in a lower position in an organization |
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person uses threats and force to influence them to do something while person may complete desired task, will lose respect |
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not tied with the position of the organization perception that this person possesses superior sills or knowledge than you |
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short term power only have the power until your subordinate learns the same information as you |
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motivate others through offering rewards, promotions, raises, etc. can also exist outside the workplace |
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person attains influence by being acquainted with powerful people networking |
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| 5 Levels of Level 5 Leadership |
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Individual Team Member Manager Effective Level 5 |
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transcend their own self-interests to serve others and the organization tend to not feel threatened by others |
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| two levels of servant leaders |
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addressing employees- fulfill subordinate's goals realize the organization's mission |
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know and understand themselves have a higher order of ethical standards and operate consistently with them respect diverse viewpoints encourage collaboration help others develop as leaders |
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favor a consensual, collaborate work environment power comes from relationship rather than formal activity more associated with females in the workplace |
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| Big Five Personality Factors |
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Extroversion Agreeableness Conscientiousness Emotional stability Openness to Experience |
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how people perceive the cause of life events whether responsibility is on themselves or outside forces |
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| the belief that power and status differences should exist within the organization |
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| the acquisition of power and the manipulation of other people for purely personal gains |
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| Myers-Briggs Type Indicator |
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| measures a person's preferences for introversion vs. extroversion, sensation vs. intuition, thinking vs. feeling, and judging vs. perceiving |
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| the set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment |
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| a positive attitude towards one's job |
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| organizational commitment |
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| an employee's loyalty to and engagement with the organization |
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| a discomfort that occurs when individuals recognize inconsistencies in their own attitudes and behaviors |
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| a mental state that arises spontaneously within a person based on interaction with the environment rather than through conscious effort |
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| a change in behavior or performance that occurs as a result of experience |
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| the arousal, direction, and persistence of behavior |
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| rewards that act as motivators |
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intrinsic rewards extrinsic rewards |
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| satisfaction a person receives for performing a certain task |
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anything given to an employee by employer for work done promotions, pay raises, time off, sport/concert tickets |
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| types of content theories |
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Maslow's Hierarchy ERG Theory Herzberg's 2-Factor Theory Acquired Needs Theory |
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| types of process theories |
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goal setting equity theory expectancy theory |
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| human resources management |
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| the design and application of formal systems in an organization to ensure the effective and efficient use of human talent to accomplish organizational goals |
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find the right people manage talent so people achieve their potential maintain the workforce over the long term |
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| the economic value of the combined knowledge, experience, skills, and capabilities of employees |
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| to drive organizational performance |
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| the economic value of the combined knowledge, experience, skills, and capabilities of empoloyees |
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economic downturn has left jobs unstable declining health care and employee benefits positive: employees have to be responsible and self-motivated |
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becoming an employer of choice addressing the needs of temporary employees acknowledging employee demands for work/life balance |
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finding developing maintaining |
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| organization and individual attempt to match the needs, interests, and values that they offer each other |
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| forecasting human resource needs and matching of individuals with expected vacancies |
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| activities or practices that define the characteristics of applicants to whom selection procedures are ultimately applied |
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| employers assess applicant's' characteristics in an attempt to determine the fit between the job and applicant characteristics |
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| cognitive ability tests, physical ability tests, personality inventories, and other assessments |
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| used to select individuals with high managerial potential based on their performance on a series of simulated managerial tasks |
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| observing and assessing employee performance, recording the assessment, and providing feedback to the employee |
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| components of maintaining an effective workforce |
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| compensation, wage and salary systems, benefits, occasional terminations |
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| creating a climate in which the potential advantages of diversity for organizational performance are maximized while the potential disadvantages are minimized |
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| the tendency to view people who are different as being deficient |
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if someone acts out on their prejudicial attitudes hiring or promoting applicants based on criteria that are not job relevant |
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| rigid, exaggerated, irrational beliefs associated with a particular group of people |
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| barrier that separates women from top management positions |
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| belief that one's own culture and subculture is superior to other groups and cultures |
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| women are voluntarily leaving the workforce |
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| the ability to interact effectively with people of different cultures |
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| diversity skills training |
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| helps people identify their own cultural boundaries, prejudices, and stereotypes and develop the skills for working in a diverse workplace |
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| new diversity initiatives |
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multicultural teams employee network groups |
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| the study of human attitudes, behavior, and performance in organizations |
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| organizational citizenship |
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| the tendency of people to help one another |
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| an evaluation (pos. or neg.) that predisposes a person to act in a certain way |
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thoughts/cognitive feelings/affective actions/behavior |
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| a positive attitude towards one's job |
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| organizational commitment |
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| an employee's loyalty to and engagement with the organization |
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discomfort when individuals recognize inconsistencies in their own attitudes and behaviors condition in which 2 attiudes or a behavior and attitude conflict |
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| the cognitive process people use to make sense out of the environment by selecting, organizing, and interpreting information from the environment |
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| the process by which individuals subconsciously screen and select various objects and stimuli that vie for their attention |
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| errors in perceptual judgment that arise from inaccuracies in any part of the perceptual process |
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| Age Discrimination in Employment Act |
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| restricts mandatory retirement |
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| factors that influence attribution |
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distinctiveness consistency consensus |
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| the set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment |
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| a change in behavior or performance that occurs as a result of experience |
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| positive vs. negative emotions |
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positive: when people are on track towards achieving their goals negative: when a person becomes frustrated in trying to achieve his or her goals |
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being in touch with your own feelings and the feelings of others includes self-awareness, self-management, social awareness, and relationship management |
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diverger assimilator converger accommodator |
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personal effort network of relationships information |
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use rational persuasion make people like you rely on the rule of reciprocity develop allies ask for what you want make use of higher authority reward the behaviors you want |
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| the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action |
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| satisfaction a person receives for performing a certain task |
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anything given to an employee by employer promotions, pay raises, time off, tickets |
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| emphasize the needs that motivate people |
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| explain how people select behavioral actions to meet their needs and determine whether their choices were successful |
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| employees motivated through |
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achievement recognition responsibility allow for personal growth |
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| 4 components of goal setting |
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goal specificity goal difficulty goal acceptance feedback |
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goal setting equity theory expectancy theory |
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Maslow's hierarchy ERG theory Herzberg's 2 Factor Theory Acquired Needs Theory |
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| degree that people believe that effort will lead to the desired performance |
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| whether successful performance will lead to a certain outcome |
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Existence Relatedness Growth |
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Hygiene Factors Motivators |
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