Term
| desire to be respected by one's peers, feel important, and be appreciated (esteem or self-actual?) |
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Definition
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Term
| the need to become all you are capable of being (esteem or self-actual?) |
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Definition
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Term
| What is the theory? - Existence, relatedness, growth |
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Definition
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Term
| Existence, relatedness, or growth: a need corresponding to Maslow's physiological and safety needs |
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Definition
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Term
| Existence, relatedness, or growth: a need corresponding to Maslow's social needs |
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Definition
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Term
| Existence, relatedness, or growth: a need referring to Maslow's esteem and self-actualization |
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Definition
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Term
| company policies, supervision, working conditions, salary, safety, and security on the job |
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Definition
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Term
| factors that are intrinsic to the job, such as achievement, recognition, interesting work, increased responsibilities, advancement, and growth opportunities |
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Definition
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Term
| give brief description of each: need for achievement, need for affiliation, need for power |
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Definition
| strong need to be successful, wanting to be liked and accepted by others, wanting to influence others and control their environment |
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Term
| a person we compare ourselves to in equity theory |
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Definition
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Term
| a personality trait that explains different reactions to inequity |
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Definition
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Term
| individuals who give without waiting to receive much in return |
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Definition
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Term
| individuals who expect to receive a lot without giving much in return |
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Definition
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Term
| the degree to which the outcomes received from the organization are fair |
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Definition
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Term
| the degree to which fair-decision making procedures are used to arrive at a decision |
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Definition
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Term
| the degree to which people are treated with respect, kindness, and dignity in interpersonal interactions |
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Definition
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Term
| whether the person believes that high levels of effort will lead to outcomes of interest such as performance or success |
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Definition
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Term
| degree to which the person believes that performance is related to secondary outcomes such as rewards |
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Definition
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Term
| value of the rewards awaiting the person as a result of performance |
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Definition
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Term
| removal of rewards following negative behavior |
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Definition
| extinction (not to be confused with negative reinforcement) |
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Term
| when reinforcers follow all instances of positive behavior |
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Definition
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Term
| rewarding behavior after a set number of occurrences |
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Definition
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Term
| providing the reinforcement on a random pattern |
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Definition
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Term
| breaking down tasks to their simplest components and assigning them to employees so that each person would perform few tasks in a repetitive manner |
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Definition
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Term
| expanding the tasks performed by employees to add more variety |
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Definition
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Term
| a job redesign technique allowing workers more control over how they perform their own tasks |
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Definition
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Term
| list 5 job characteristics (five core job dimensions which lead to work-related outcomes) |
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Definition
| skill variety, task identity, task significance, autonomy, feedback |
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Term
| degree to which a person is in charge of completing an identifiable piece of work from start to finish |
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Definition
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Term
| whether a persons job substantially affects other people's work, health, or well-being |
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Definition
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Term
| degree to which people have the freedom to decide how to perform their tasks |
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Definition
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Term
| degree to which people learn how effective they are being at work |
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Definition
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Term
| degree to which a person has higher order needs, such as self-esteem and self-actualization |
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Definition
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Term
| removal of conditions that make a person powerless |
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Definition
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Term
| aspects of the work environment that give employees discretion of autonomy, and enable them to do their jobs effecively (_____ empowerment) |
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Definition
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Term
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Definition
| specific, measureable, aggressive, realistic, and time-bound |
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Term
| a process in which a rater or raters evaluate the performance of another employee |
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Definition
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Term
| system where feedback is gathered from supervisors, peers, subordinates, and sometimes even customers |
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Definition
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Term
| letting employees know what criteria will be used during the appraisal |
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Definition
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Term
| ensuring that there is two-way communication during the appraisal process and the employee's side of the story is heard |
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Definition
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Term
| payment to employees made on the basis of their individual output |
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Definition
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Term
| one-time rewards that follow specific accomplishments of employees |
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Definition
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Term
| giving employees a permanent pay raise based on past performance |
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Definition
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Term
| rewarding sales employees with a percentage of sales volume or profits generated |
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Definition
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Term
| a companywide program in which employees are rewarded for performance gains compared to past performance |
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Definition
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Term
| programs involving sharing a percentage of company profits with all employees |
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Definition
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Term
| giving an employee the right, but not the obligation, to purchase company stocks at a predetermined price |
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Definition
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Term
| process that involves people disagreeing |
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Definition
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Term
| conflict that arises within a person |
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Definition
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Term
| conflict between two people |
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Definition
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Term
| what can these potentially create? organizational structure, limited resources, task interdependence, incompatible goals, personality differences, communication problems |
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Definition
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Term
| resolving disagreements effectively |
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Definition
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Term
| an uncooperative and unassertive conflict-handling style |
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Definition
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Term
| a cooperative and unassertive conflict-handling style |
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Definition
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Term
| middle-ground conflict-handling style, in which a person has some desire to express their own concerns and get their way but still respects the other person's goals as well |
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Definition
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Term
| conflict-handling style that is highly assertive but low on cooperation |
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Definition
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Term
| conflict-handling style that is high on both assertiveness and cooperation |
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Definition
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Term
| what is this? investigation -> BATNA -> presentation -> bargaining -> closure |
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Definition
| five phases of negotiation |
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Term
| process whereby two or more parties work toward an agreement |
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Definition
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|
Term
| what does BATNA stand for |
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Definition
| best alternative to a negotiated agreement |
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Term
| giving up one thing to get something else in return (not sacrificing) |
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Definition
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Term
| traditional fixed-pie approach in which negotiators see the situation as a pie that they have to divide between them |
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Definition
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Term
| an approach to negotiation in which both parties look for ways to integrate their goals under a larger umbrella |
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Definition
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Term
| includes mediation, arbitration, and other ways of resolving conflicts with the help of a specially trained, neutral third party without the need for a formal trial or hearing |
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Definition
| Alternative Dispute Resolution (ADR) |
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Term
| process in which an outside third party (the mediator) enters the situation with the goal of assisting the parties to reach an agreement |
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Definition
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Term
| a process that involves bringing in a third party, the arbitrator, who has the authority to act as a judge and make a binding decision to which both parties must adhere |
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Definition
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Term
| structuring the roles of subordinates, providing them with instructions, and behaving in ways that will increase the performance of the group (also called initiating structure) |
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Definition
| task-oriented leader behaviors |
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Term
| showing concern for employee feelings and treating employees with respect (also called consideration) |
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Definition
| people-oriented leader behaviors |
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Term
| what occurs when leaders make the decision alone without necessarily involving employees in the decision-making process |
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Definition
| authoritarian decision making |
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Term
| what occurs when leaders and employees participate in the making of the decision |
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Definition
| democratic decision making |
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Term
| what occurs when leaders leave employees alone to make the decision. the leader provides minimum guidance and involvement in the decision |
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Definition
| laissez-faire decision making |
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Term
| a theory of human nature which assumes that employees are lazy, do not enjoy working, and will avoid expending energy on work whenever possible (Theory X or Theory Y?) |
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Definition
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Term
| a theory of human nature which assumes that employees are NOT lazy, CAN enjoy work, and WILL put effort into furthering organizational goals |
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Definition
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Term
| leaders who provide specific directions to their employees. they lead employees by clarifying role expectations, setting schedules, and making sure that employees know what to do on a given work day |
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Definition
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Term
| leaders who provide emotional support to employees. they treat employees well, care about them on a personal level, and they are encouraging |
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Definition
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|
Term
| those who make sure that employees are involved in the making of important decision |
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Definition
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Term
| those who set goals for employees and encourage them to reach their goals |
|
Definition
| achievement-oriented leaders |
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Term
| those who lead employees by aligning employee goals with the leader's goals. these leaders use their charisma, inspirational motivation, intellectual stimulation, and individualized consideration to influence their followers |
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Definition
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Term
| those who ensure that employees demonstrate the right behaviors and provide resources in exchange. these leaders provide contingent rewards and manage by exception |
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Definition
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Term
| behaviors leaders demonstrate that create confidence in, commitment to, and admiration for the leader |
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Definition
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Term
| when leaders come up with a vision that is inspiring to others |
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Definition
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Term
| when leaders challenge organizational norms and status quo, and encourage employees to think creatively and work harder |
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Definition
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Term
| when leaders show personal care and concern for the well-being of their followers |
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Definition
| individualized consideration |
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Term
| rewarding employees for their accomplishments |
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Definition
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Term
| leaving employees alone but at the same time proactively predicting potential problems and preventing them from occurring |
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Definition
| active management by exception |
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Term
| leaving employees alone but then coming to the rescue if anything goes wrong |
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Definition
| passive management by exception |
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Term
| the belief that the other party will show integrity, fairness, and predictability in one's actions toward the other |
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Definition
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Term
| a high-quality, trust-based relationship between a leader and a follower |
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Definition
| high quality LMX relationships |
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Term
| a situation in which the leader and the employee have lower levels of trust, liking, and respect toward each other |
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Definition
| low quality LMX relationships |
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Term
| the ability to influence the behavior of others to get what you want |
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Definition
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|
Term
| peoples tendencies to behave consistently with social norms |
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Definition
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Term
| directly related to power. the more that a person or unit is dependent on you, the more power you have |
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Definition
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Term
| in the context of dependency, refers to the uniqueness of a resource |
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Definition
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|
Term
| the value of the resource |
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Definition
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|
Term
| one's ability to find another option that works as well as the one offered |
|
Definition
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|
Term
| power that comes from one's organizational role or position |
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Definition
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Term
| the ability to grant a reward, such as an increase in pay, a perk, or an attractive job assignment |
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Definition
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|
Term
| the ability to take something away or punish someone for noncompliance |
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Definition
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|
Term
| power that comes from knowledge and skill |
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Definition
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|
Term
| power that comes from access to specific information |
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Definition
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Term
| power that stems from the personal characteristics of the person such as the degree to which we like, respect, and want to be like them |
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Definition
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Term
| the ability to attract others, win their admiration, and hold them spellbound |
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Definition
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Term
| occurs when the influence target does not wish to comply with the request and either passively or actively repels the influence attempt |
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Definition
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Term
| occurs when the target does not necessarily want to obey, but they do |
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Definition
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|
Term
| occurs when the target not only agrees to the request but also actively supports it as well |
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Definition
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Term
| includes using facts, data, and logical arguments to try to convince others that your point of view is the best alternative |
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Definition
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Term
| those that seek to tap into our values, emotions, and beliefs to gain support for a request or course of action |
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Definition
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|
Term
| the influence agent's asking others for help in directly influencing or planning to influence another person or group |
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Definition
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Term
| different forms of making others feel good about themselves |
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Definition
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Term
| helping another person because you like them and they asked for your help |
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Definition
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|
Term
| give and take in which someone does something for you, and you do something for them in return |
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Definition
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|
Term
| a group of individuals working together toward a common goal to influence others |
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Definition
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|
Term
| exerting undue influence on someone to do what you want, or else something undesirable will occur |
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Definition
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|
Term
| tactics that occur when the appeal is based on legitimate or position power |
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Definition
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|
Term
| actively shaping the way you are perceived by others |
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Definition
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|
Term
| includes the clothes you choose to wear, body language, and your demeanor |
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Definition
| nonverbal impression management |
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Term
| includes your tone of voice, rate of speech, what you choose to say and how you say it |
|
Definition
| verbal impression management |
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|
Term
| includes how you perform on the job and how you interact with others |
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Definition
| behavior impression management |
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|
Term
| the ability to influence your boss and others in positions higher than yours |
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Definition
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|
Term
| the ability to influence those in positions lower than yours |
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Definition
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|
Term
| peoples interpersonal style, including their ability to relate well to others, self-monitor, alter their reactions depending upon the situation they are in, and inspire confidence and trust |
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Definition
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|
Term
| members of the organization are engaged in ____ turf wars when they are more concerned about their own area of operations than doing whats best for the entire organization in the long run |
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Definition
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|
Term
| map of the relationships between individuals |
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Definition
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|
Term
| systematic effort to examine the structure of social relationships in a group |
|
Definition
| social network analysis (SNA) |
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Term
| people linked to the greatest number of people |
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Definition
| central connectors (mark oppenlander) |
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Term
| people who connect one network to another within the company or even across organizations |
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Definition
| boundary spanners (also mark oppenlander) |
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|
Term
| people with special expertise that can be drawn upon even though they often work independently of the group |
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Definition
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|
Term
| ties that often indicate emotional support, not just informational support between people |
|
Definition
| strong ties (friends, not acquaintances) |
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|
Term
| ties characterized by less frequent interaction and often do not have as much emoitonal attachment, but they are also easier to maintain, and therefore people can have more of them |
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Definition
| weak ties (acquaintances, not friends) |
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Term
| what kind of people have these traits? integrity, intelligence, extraversion, conscientiousness, open to experience, self-esteem |
|
Definition
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|
Term
| the Least Preferred Coworker (LPC) scale (ie: measuring relationship oriented vs task oriented) and situational control, is what theory? |
|
Definition
| Fiedler's Contingency Theory |
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Term
| KNOW THIS ONE Name the theory: Effort --> Performance --> Outcomes |
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Definition
| Expectancy Theory (picture of a guy climbing up a mountain) |
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