Term
|
Definition
| the study of what people think, feel and do in and around organizations |
|
|
Term
| Organizational Effectiveness |
|
Definition
| a broad concept represented by several perspectives, including the organization's fit with the external environment, internal subsystems configuration for high performance, emphasis on organizational learning, and ability to satisfy the needs of key stakeholders |
|
|
Term
|
Definition
| a perspective that organizations take their sustenance from the environment and in turn, affect that environment through their output |
|
|
Term
| Organizational Efficiency |
|
Definition
| the ratio of inputs to outcomes in the organization’s transformation process |
|
|
Term
|
Definition
| a perspective that organizational effectiveness depends on the organization’s capacity to acquire, share, use and store valuable knowledge |
|
|
Term
|
Definition
| company’s stock of knowledge including human capital, structural capital and relationship capital |
|
|
Term
| High-Performance Work Practices (HPWP) |
|
Definition
| a perspective that effective organizations incorporate several workplace practices that leverage the potential of human capital |
|
|
Term
| Corporate Social Responsibility |
|
Definition
| organizational activities intended to benefit society and the environment beyond the firm’s immediate financial interests or legal obligations |
|
|
Term
| Organizational Citizenship Behaviors |
|
Definition
| various forms of cooperation and helpfulness to others that support the organization’s social and psychological context |
|
|
Term
| Counter Productive Work Behaviors |
|
Definition
| voluntary behaviors that have the potential to directly or indirectly harm the organization |
|
|
Term
|
Definition
| the observable demographic or physiological differences in people, such as their race, ethnicity, gender, age and physical disabilities |
|
|
Term
|
Definition
| differences in the psychological characteristics of employees, including personalities, believes, values and attitudes |
|
|
Term
|
Definition
| the degree to which a person minimizes conflict between work and non-work demands |
|
|
Term
|
Definition
| work performed away from the traditional physical workplace using informational technology |
|
|
Term
| 4 Anchors of Organizational Behavior Knowledge |
|
Definition
| Multidisciplinary, Systematic Research, Contingency, and Multiple Levels of Analysis. SCMM |
|
|
Term
|
Definition
| Org Behavior should import knowledge from many disciplines |
|
|
Term
| Systematic Research Anchor |
|
Definition
| Org Behavior should study organizations using systematic research methods |
|
|
Term
|
Definition
| OB Theory should recognize that the effects of actions often vary with the situation |
|
|
Term
| Multiple Levels of Analysis Anchor |
|
Definition
| OB Knowledge should include three levels of analysis: individual, team, and organization |
|
|
Term
|
Definition
| motivation, ability, role perceptions and situational factors directly influence voluntary individual behavior and performance |
|
|
Term
| Five Factor Model of Personality |
|
Definition
| the five abstract dimensions representing most personality traits: conscientiousness, agreeableness, neuroticism, openness to experience, extroversion CANOE |
|
|
Term
|
Definition
| a person's belief that he or she has the ability, motivation, correct role perceptions, and favorable situation to complete a task successfully |
|
|
Term
|
Definition
| a person's general belief that he or she has the ability, motivation, correct role perceptions, and favorable situation to complete a task successfully |
|
|
Term
|
Definition
| people define themselves in terms of the groups to which they belong or have an emotional attachment. personal identity and social identity. |
|
|
Term
|
Definition
| a cross cultural value describing the degree to which people in a culture accept unequal distribution of power in a society |
|
|
Term
|
Definition
| a cross cultural value describing the degree to which people in a culture tolerate ambiguity (low uncertainty avoidance) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance) |
|
|
Term
| Achievement Nurturing Orientation |
|
Definition
| a cross-cultural value describing the degree to which people in a culture emphasize competitive versus cooperative relations with other people |
|
|
Term
|
Definition
| the degree to which an issue demands the application of ethical principles |
|
|
Term
|
Definition
| a personal characteristic that enables people to recognize the presence and determine the relative importance of an ethical issue |
|
|
Term
|
Definition
| the process of attending to some information received by our senses and ignoring other information |
|
|
Term
|
Definition
| organizing people and objects into preconceived categories that are stored in our long term memory |
|
|
Term
|
Definition
| visual or relational images in our mind representing the external world |
|
|
Term
|
Definition
| the perceptual process of deciding whether an observed behavior or event is caused largely by internal or external factors |
|
|
Term
|
Definition
|
|
Term
| Fundamental Attribution Error |
|
Definition
| the tendency to see the person rather than the situation as the main cause of the person's behavior |
|
|
Term
|
Definition
| the tendency to attribute our favorable outcomes to internal factors and our failures to external factors |
|
|
Term
|
Definition
| occurs when our expectations about another person cause that person to act in a way that is consistent with those expectations |
|
|
Term
|
Definition
| a perceptual error whereby our general impression of a person, usually based on one prominent characteristic, colors our perception of other characteristics of that person |
|
|
Term
|
Definition
| a perceptual error in which we quickly form an opinion of people based on the first information we receive about them |
|
|
Term
|
Definition
| a perceptual error in which the most recent information dominates our perception of others |
|
|
Term
|
Definition
| a perceptual error in which we overestimate the extent to which others have beliefs and characteristics similar to our own |
|
|
Term
|
Definition
| [image] a model of mutual understanding that encourages disclosure and feedback to increase our own open area and reduce the blind, hidden, and unknown areas |
|
|
Term
|
Definition
| a person's understanding of and sensitivity to the feelings, thoughts, and situation of others |
|
|
Term
|
Definition
| a relatively permanent change in behavior (or behavior tendency) that occurs as a result of a person's interaction with the environment |
|
|
Term
|
Definition
| knowledge embedded in our actions and ways of thinking, and transmitted only through observation and experience |
|
|
Term
|
Definition
a theory that explains learning in terms of the antecedents and consequences of behavior.
antecedents= what happens before the behavior
behavior= what the person says or does
consequences = what happens after the behavior |
|
|
Term
|
Definition
| a theory stating that much learning occurs by observing others and then modeling the behaviors that lead to favorable outcomes and avoiding behaviors that lead to punishing consequences |
|
|
Term
|
Definition
| occurs whenever an employee has control over a reinforcer but doesn't "take" it until completing a self-set goal |
|
|
Term
|
Definition
| the extent to which an organization or individual supports knowledge management, particularly opportunities to acquire knowledge through experience and experimentation |
|
|
Term
| Kolb's Experential Learning Model |
|
Definition
[image]
Concrete Exp - involves sensory and emotional engagement in some activity
Reflective Obs-involves listening, watching, recording, and elaborating on the experience
Abstract Conceptualization - develop concepts and integrate our observations into logically sound theories
Active Experimentation - we test our previous experience, reflection, and conceptualization in a particular context |
|
|
Term
| Model of Emotions, Attitudes, and Behavior |
|
Definition
|
|
Term
|
Definition
| occurs when we perceive and inconsistency between our beliefs, feelings, and behavior |
|
|
Term
|
Definition
| the effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions |
|
|
Term
|
Definition
| the conflict between required and true emotions |
|
|
Term
|
Definition
the ability to monitor our own and others' feelings and emotions, to discriminate between them and to use this information to guide our thinking and actions
[image]
DIMENSIONS OF EMOTIONAL INTELLIGENCE |
|
|
Term
| Exit-Voice-Loyalty-Neglect (EVLN) Model |
|
Definition
the four ways, as indicated in the name, that employees respond to job dissatisfaction
exit= leave the job or transfer, or exit the situation
voice = voicing possible changes that can be made
loyalty = suffering in silence
neglect = reduce work effort. negative consequences for the organization |
|
|
Term
| Organizational (Affective) Commitment |
|
Definition
| the employee's emotional attachment to, identification with, and involvement in a particular organization. |
|
|
Term
|
Definition
| an employee's calculative attachment to the organization, whereby an employee is motivated to stay only because leaving would be costly |
|
|
Term
| Ways to Build Organizational Loyalty |
|
Definition
Justice and Support
Shared Values
Trust
Organizational Comprehension
Employee Involvement |
|
|
Term
| General Adaptation Syndrome |
|
Definition
| a model of the stress experience, consisting of 3 stages: alarm reaction, resistance, and exhaustion |
|
|
Term
|
Definition
| an adaptive response to a situation that is perceived as challenging or threatening to the person's well-being |
|
|
Term
|
Definition
| any environmental conditions that place a physical or emotional demand on the person |
|
|
Term
|
Definition
| repeated and hostile or unwanted conduct, verbal comments, actions or gestures that affect an employee's dignity or psychological or physical integrity and that result in a harmful work environment for the employee. |
|
|
Term
|
Definition
| unwelcome conduct of a sexual nature that detrimentally affects the work environment or leads to adverse job-related consequences for its victims |
|
|
Term
|
Definition
| the capability of individuals to cope successfully in the face of significant change, adversity, or risk |
|
|
Term
|
Definition
| a person who is highly involved in work, feels compelled to work and has a low enjoyment of work |
|
|
Term
| 5 Ways to Manage Work-Related Stress |
|
Definition
| remove the stressor, withdraw from the stressor, change stress perceptions, control stress consequences, and receive social support |
|
|
Term
|
Definition
| the forces within a person that affect the direction, intensity, and persistence of voluntary behavior |
|
|
Term
|
Definition
| neural states that energize individuals to correct deficiencies or maintain an internal equilibrium |
|
|
Term
|
Definition
| goal-directed forces that people experience |
|
|
Term
| Maslow's Needs Hierarchy Theory |
|
Definition
a motivation theory of needs arranges in a hierarchy, whereby people are motivated to fulfill a higher need as a lower one becomes gratified
Physiological>Safety>Belongingness/Love>Esteem>Self-actualization |
|
|
Term
| Positive Organizational Behavior |
|
Definition
| a perspective of organizational behavior that focuses on building positive qualities and traits within individuals or institutions as opposed to focusing on what is wrong with them |
|
|
Term
|
Definition
| a needs hierarchy theory consisting of three fundamental needs - existences, relatedness, and growth |
|
|
Term
|
Definition
| a motivation theory based on the innate drives to acquire, bond, learn, and defend that incorporates both emotions and rationality |
|
|
Term
|
Definition
| a motivation theory based on the idea that work effort is directed towards behaviors that people believe will lead to desired outcomes |
|
|
Term
|
Definition
| this refers to the individual's perception that his or her effort will result in a particular level of performance. |
|
|
Term
|
Definition
| this is the perceived probability that a specific behavior or performance level will lead to particular outcomes |
|
|
Term
|
Definition
| the anticipated satisfaction or dissatisfaction that an individual feels toward an outcome. ranges from negative to positive. represents a person's anticipated satisfaction with the outcome. |
|
|
Term
|
Definition
| the process of motivating employees and clarifying their role perceptions by establishing performance objectives |
|
|
Term
|
Definition
| perceived fairness in the outcomes we receive relative to our contributions and the outcomes and contributions of others |
|
|
Term
|
Definition
| perceived fairness of the procedures used to allocate resources as well as treatment of others throughout that exchange process |
|
|
Term
|
Definition
| a theory that explains how people develop perceptions of fairness in the distribution and exchange of resources |
|
|
Term
|
Definition
| the process of assigning tasks to a job, including the interdependency of those tasks with other jobs |
|
|
Term
|
Definition
| the result of division of labor in which each job includes a subset of the tasks required to complete the product or service |
|
|
Term
|
Definition
| systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency |
|
|
Term
| Job Characteristics Model |
|
Definition
| a job design model that related the motivational properties of jobs to specific personal and organizational consequences of those properties |
|
|
Term
| 5 Core Dimensions of Jobs |
|
Definition
| skill variety, task identity, task significance, autonomy, and job feedback |
|
|
Term
|
Definition
| the extent to which employees must use different skills and talents to perform tasks within their job |
|
|
Term
|
Definition
| the degree to which a job requires completion of a whole or an identifiable piece of work |
|
|
Term
|
Definition
| the degree to which the job has a substantial impact on the organization and/or larger society |
|
|
Term
|
Definition
| occurs when employees are given more responsibility for scheduling, coordinating, and planning their own work |
|
|
Term
|
Definition
| a psychological concept in which people experience more self-determination, meaning, competence and impact regarding their role in the organization. Includes 4 dimensions: self-determination, meaning, competence, and impact |
|
|
Term
|
Definition
| a conscious process of making choices among alternatives with the intention of moving toward some desired state of affairs |
|
|
Term
|
Definition
| a deeply held perspective of decision making that people should-and typically do- make decisions based on pure logic and rationality |
|
|
Term
| Steps in Rational Choice Decision-Making Process |
|
Definition
| Identify problem or opportunity, choose the best decision process, develop alternative solutions, choose the best alternative, implement the selected alternative, evaluate decision outcomes |
|
|
Term
| Problems with Rational Choice Paradigm |
|
Definition
| it assumes people are efficient and logical information processing machines and it focuses on logical thinking and completely ignores the fact that emotions also influence the decision-making process |
|
|
Term
| Problems with Problem Identification |
|
Definition
| stakeholder framing, perceptual defense, mental models, decisive leadership, and solution-focused problems |
|
|
Term
|
Definition
| processing limited and imperfect information and satisficing rather than maximizing when choosing between alternatives |
|
|
Term
|
Definition
| a preferred alternative that the decision maker uses repeatedly as a comparison |
|
|
Term
|
Definition
| selecting a solution that is satisfactory or "good enough" rather than optimal or "the best" |
|
|
Term
|
Definition
| the ability to know when a problem or opportunity exists and to select the best course of action without conscious reasoning |
|
|
Term
|
Definition
| a systematic process of thinking about alternative futures and what the organization should do to anticipate and react to those environments |
|
|
Term
|
Definition
| the tendency to repeat an apparently bad decision or allocate more resources to a failing course of action |
|
|
Term
| Reasons People are Led Deeper into Failing Projects |
|
Definition
| self-justification, prospect theory effect, perceptual blinders, and closing costs |
|
|
Term
|
Definition
| an effect in which losing a particular amount is more disliked than gaining the same amount |
|
|
Term
| Employee Involvement (Participative Management) |
|
Definition
| the degree to which employees influence how their work is organized and carried out |
|
|
Term
| Contingencies of Employee Involvement |
|
Definition
| decision structure, source of decision knowledge, decision commitment, and risk of conflict |
|
|
Term
|
Definition
| the development of original ideas that make a socially recognized contribution |
|
|
Term
|
Definition
| reframing the problem in a unique way and generating different approaches to the issue |
|
|
Term
| The Creative Process Model |
|
Definition
| Preparation>Incubation>Insight>Verification |
|
|
Term
|
Definition
| important condition in promoting creativity within an organization. leaders must recognize that employees make reasonable mistakes as part of the creative process. |
|
|
Term
|
Definition
| groups of 2 or more people who interact and influence each other, are mutually accountable for achieving common goals associated with organizational objectives, and perceive themselves as a social entity within an organization |
|
|
Term
|
Definition
| employees have similar or complementary skills located in the same unit of a functional structure;usually minimal task interdependence because each person works with employees in other departments |
|
|
Term
| Production/service/leadership teams |
|
Definition
| typically multiskilled (employees have diverse competencies), team members collectively produce a common product/service or make ongoing decisions; production/service teams typically have an assembly line type or interdependence, whereas leadership teams tend to have tight interactive (reciprocal) interdependence |
|
|
Term
|
Definition
| similar to production/service teams except (1) they are organized around work processes that complete an entire piece of work requiring several interdependent tasks, and (2) they have substantial autonomy over the execution of those tasks (ie they usually control inputs, flow, and outputs with little or no supervision) |
|
|
Term
|
Definition
| teams that provide recommendations to decision makes; includes committees, advisory councils, work councils, and review panels; may be temporary, but often permanent, some with frequent rotation of members |
|
|
Term
| Task force (project) Teams |
|
Definition
| usually multiskilled, temporary teams whose assignment is to solve a problem, realize an opportunity, or design a product or service |
|
|
Term
|
Definition
| multiskilled teams that are usually located away from the organization and relatively free of its hierarchy; often initiated by an entrepreneuiral team leader who borrows people and resources (bootlegging) to design a product or develop a service |
|
|
Term
|
Definition
| formal teams whose member operate across space, time, and organizational boundaries and are linked through information technologies to achieve organizational tasks; may be a temporary task force or permanent service team |
|
|
Term
|
Definition
| May be informal groups, but increasingly formal teams bound together by shared expertise and passion for a particular activity or interest; main purpose is to share information; often rely on information technologies as main source of interaction (ie. a specific form of virtual team) |
|
|
Term
|
Definition
| resources (including time and energy) expended toward team development and maintenance rather than the task |
|
|
Term
|
Definition
| also called the "mythical man-month", this principle says that adding more people to a late software project only makes it later |
|
|
Term
|
Definition
| occurs when people exert less effort (and usually perform at a lower level) when working in teams than when working alone |
|
|
Term
|
Definition
| the extent that team members must share materials, information, or expertise in order to perform their jobs |
|
|
Term
| Characteristics of Effective Team Members |
|
Definition
| cooperation, coordination, communication, psychological support, and conflict resolution |
|
|
Term
| Stages of Team Development |
|
Definition
| forming>storming>norming>performing>adjourning. could fall back stages if new team members join or other conditions change. |
|
|
Term
|
Definition
| first stage of team development. a period of testing and orientation in which members learn about each other and evaluate the benefits and costs of continued membership. People tend to be polite, will defer to authority, and try to find out what is expected of them and how they will fit into the team |
|
|
Term
|
Definition
| second stage of team development. marked by interpersonal conflict as members become more proactive and compete for various team roles. members try to establish norms of appropriate behavior and performance standards |
|
|
Term
|
Definition
| 3rd stage of team development. team develops its first real sense of cohesion as roles are established and a consensus forms around group objectives and a common or complementary team-based mental model |
|
|
Term
|
Definition
| 4th stage of team development. team members have learned to efficiently coordinate and resolve conflicts. In high-performance teams, members are highly cooperative, have a high level of trust in each other, are committed to group objectives, and identify with the team |
|
|
Term
|
Definition
| final stage of team development. occurs when the team is about to disband. team members shift their attention away from task orientation to a relationship focus. |
|
|
Term
|
Definition
| a set of behaviors that people are expected to perform because they hold certain positions in a team and organization |
|
|
Term
|
Definition
| the informal rules and shared expectations that groups establish to regulate the behavior of their members |
|
|
Term
|
Definition
| the degree of attraction people feel toward the team and their motivation to remain members |
|
|
Term
| Influences on Team Cohesion |
|
Definition
| member similarity, team size, member interaction, somewhat difficult entry, team success, and external competition and challenges |
|
|
Term
|
Definition
| a psychological state comprising the intention to accept vulnerability based on positive expectations of the intent or behavior of another person |
|
|
Term
|
Definition
| calculus-based>knowledge-based>identification-based |
|
|
Term
|
Definition
| a time constraint in team decision making due to the procedural requirement that only one person may speak at a time |
|
|
Term
|
Definition
| occurs when individuals are reluctant to mention ideas that seem sill because they believe (often correctly) that other team members are silently evaluating them |
|
|
Term
|
Definition
| the tendency of highly cohesive groups to value consensus at the price of decision quality |
|
|
Term
| Constraints on Team Decision Making |
|
Definition
| time constraints, evaluation apprehension, pressure to conform, groupthink |
|
|
Term
| Team Structures to Improve Decision Making |
|
Definition
| constructive conflict, brainstorming, electronic brainstorming, nominal group technique |
|
|
Term
|
Definition
| (also known as task or cognitive conflict) occurs when people focus their discussion on the issue while maintaining respectfulness for people having other points of view. |
|
|
Term
|
Definition
| a freewheeling, face-to-face meeting where team members aren't allowed to criticize, but are encouraged to speak freely, generate as many ideas as possible, and build on the ideas of others |
|
|
Term
|
Definition
| a recent form of brainstorming that relies on networked computers to submit and share creative ideas |
|
|
Term
|
Definition
| a variation of traditional brainstorming that tries to combine the benefits of team decision making without the problems mentioned earlier |
|
|
Term
|
Definition
| thinking aloud paired problem solving |
|
|
