BUSI 340 Final Exam Review

intellectual capital

1) structural--includes knowledge captured and retained in organization's systems and structures, finished products (reverse engineering) 2) human capital--most commonly mentioned form of intellectual capital, knowledge, skills, abilites that employees carry in their heads 3) relationship capital--value derived from relationships provide added mutal value (goodwill, brad image, combination of relationships)

five factor model of personality

CANOE 1)Conscientiousness-- 2)Agreeableness 3)neuroticism 4) openness to experience --most complex 5) Extraversion

How can one improve problem identification?

Create norm of divine discontentment

What is the difference between influence and power?

Influence is any behavior that attempts to alter someone's attitudes or behavior, while power is the capacity to influence others

What defines the area of potential agreement?

Range between your target point and your resistance point

What are hard influence tactics?

Silent authority, Assertiveness, Information Control, Coalition formation, Upward Appeal Force behavior change through position power

What are the six common types of departmentalization?

Simple Functional Divisional Team Based (organic) Matrix Network

locus of control

amount of control he or she has over personal life events

self-directed teams

cross function groups that require several interdependent taskas and have substantial autonomy over execution of those tasks substantial autonomy over execution of tasks

drive to comprehend

drive to satisfy curiousity, know and understand ourselves and envrionment around us, related to higher order needs of growth and self-actualization

situational leadership theory

effective leaders vary their style with varying ability and motivation of followers identifies four leadership styles--telling, selling, participating, delegating

variable ratio schedule

employee behavior is reinforced after variable number of times

profit sharing plan

employees receive percentaage of previous year's company profits disadvantage includes less ownership culture

social identity

external self-concept central theme of social identity theory (people define themselves by groups to which they belong)

Johari Window

feedback increases through open are feedback reduces blind area relies on direct conversations about ourselves and others

motivation

forces within person that affect direction, intensity, persitence of voluntary behavior

encoding

formation of communication message into words, gestures, etc.

needs

goal-directed forces that people experience emotions we become consciously aware of

ability

includes natural aptitudes and learned capabilities required to complete task successfully

task performance

includes proficiency, adaptability, proactivity

competencies

inclusive of aptitudes and learned capabilities these are characteristics of person that result in superior performance

upward appeal

involves calling upon higher authority or expertise or symbolically relying on these sources to support influencer's position

problem solving

involves information sharing

critical psychological states

meaningfulness responsibility knowledge of results

confirmation bias

nonconscious tendency for people to screen out informaiton that is contrary to decisions, beliefs, values, assumptions

shared assumtions

nonconscious, taken for granted beliefs implicit mental models ideal prototypes of behavior

self-enhancement

nonconsciously, distorting infomration so we do not recognize problem sooner

four drive theory

one of the few to recognize central role of human emotions in motivation process everyone has four drives: acquire, bond, comprehend, defend

multidisciplinary anchor

one way to anchor OB is by idea that field should welcome thoeries and knowedge in other disciplies reliance on theories developed in other fields may cause drag and lack of common identity

distributive justice

perceived fairness in outcomes we receive compared to our contributions and outcome and contributes of others equity principle= most common form

artifacts of organizationa culture

physical structures, language, rituals and ceremonies, stories and legends

motivator hygiene theory

proposes that employees experience job satisfaction when they fulfill growth and esteem needs lower order needs = hugienes

ombudspersons

receive information confidentially from employees and proactively investigate wrongdoing

attitudes

represent cluster of bleifs, assessed fellings, behavioral intentions toward person, object, event judgments rather than experiences comprised of beliefs, feelings, behavioral intentions

employee motivation

represents forces within person that affect direction, intensity, persistence of voluntary behavior

improving self-awareness

self-awareness is the first step in authentic leadership application of the Johari Window

general adaptation syndrome

stress experience that start with alarm reaction stage, then resistance, then exhaustion over time

organizational effectiveness

ultimate dependent variable in organizational behavior four perspectives: open systems, organizational learning, high perfrmance work practices, stakeholders

conflict

ultimately based on our perceptions

narrow span of control

when few people report directly to a manager necessary when employees perform novel or complex tasks when employees are highly interdependent on each other

Why do electronic channels have more media richness than the theory proposes?

1) Ability to communicate 2) Communication proficiency 3) Social Presence Effects (can however divert attention away from the message

Four Approaches to Organizational Change

1) Action Research Approach 2) Appreciative Inquiry Approach 3) Large Group Intervention Approach 4) Parallel Learning Structure Approach

How does goal setting improve employee performance?

1) Amply intensity and persistence of effort 2) Give employees clear role perceptions Specific Measurable Achievable Relevant Time-framed Exciting Reviewed

What are the four strategies for merging different organizational cultures?

1) Assimiliation 2) Deculturation 3) Integration 4) Separation

5 C's of Team Composition

1) Cooperating 2) Coordinating 3) Communicating 4) Comforting 5) Conflict Resolving

What are the four leadership style of path goal theory?

1) Directive 2) Supportive 3) Participative 4) Achievement Oriented

How are emotions and making choices related?

1) Emotions form early preferences--energive us to make preferred choice 2) Emotions Change the Decision Evaluation Process--moods influence the process 3) Emotions Serve as Info When We Evaluate Alternatives

What are some ways to manage conflict?

1) Emphasizing superordinate goals 2) Reducing differentiation 3) Improving Communication and mutual understanding 4) Reducing interdependence 5)Increase resources 6) Clarify Rules and procedures

What are the four contingencies of organizational design?

1) External Environment 2) Organizational Size 3) Technology 4) Organizational Structure

What are the strategies for creating value?

1) Gather information 2) Discover priorities through offers and concessions 3) Build the relationship 4)

Myers Briggs Type Indicator

1) Getting Energy--I or E? 2) Perceiving Information-- S or N? 3) Making Decisions--T or F? 4) Orienting to the external World--J or P?

benefits of Maslow's Hierarchy

1) Holistic--various needs should be studied together 2) Humanistic-- higher order needs are influenced by personal and social influences (thoughts play a role) 3) Positive--popularized concept of self-actualization, Maslow is considered pioneer in positive organizational behavior

Five Cross Cultural Values

1) Individualism 2) Collectivism 3) Power Distance 4) Uncertainty Avoidance 5) Achievement Orientation

How can companies improve reward effectiveness?

1) Link rewards to performance 2) Ensure rewards are relevant 3) Use team rewards for interdependent jobs 4) Ensure that rewards are valued 5) Watch out for unintended consequences

Why people resist change?

1) Negative Valence of Change 2) Fear of the Unknown 3) Not invented here syndrome (threatens their self-worth) 4)Breaking Routines 5)Incongruent team dynamics 6) Incongruent organizational systems

Schwart'z Values Circumplex

1) Openness to change 2) Self-transcendence 3) Self-enhancement 4) Conservation

What are self-leadership strategies?

1) Personal Goal Setting 2) Constructive Though Patterns (such as self talk and mental imagery) 3) Designing Natural Rewards 4) Self-monitoring 5) Self-reinforcement

What are the stages of the Creative Process Model?

1) Preparation 2) Incubation--assists with divergent thinking--reframing the problem in a unique way 3) Illumination 4) Verification--subject illuminated idea to logival evaluation and experimentation

What are the four conflict handling styles?

1) Problem solving 2) Forcing 3) Yielding 4) Avoiding

What are the influences on encoding and decoding?

1) Similar codebooks--less need for confirmation feedbacka nd redundancy 2) Message encoding proficiency 3) Communication Channel Motivaiton and Ability 4) Shared Mental Models of Communication Context (codebooks=symbols) and (mental models=knowledge structures)

What are the four contingencies of power?

1) Substitutability 2) Centrality 3) Visibility 4) Discretion (freedom to exercise judgment)

What are the four approaches to organizational change?

1) action research 2) appreciative inquiry 3) large group interventions 4) parallel learning structures

how does a company fit with environment?

1) change company's products and services 2)manage external environment 3)change location

Characteristics of creative people

1) cognitive and practical intelligence 2) persistence 3) knowledge and experience 4)independent imagination

What are the four contingencies of employee involvement?

1) decision structure (the more complex the decision,, the more beneficial the contribution) 2) Source of decision knowledge 3) Decision commitment 4) Risk of conflict

rational decision making process

1) identify the problem or opportunity 2) Choose the best decision process 3) Discover or develop possible choices 4) Select the choice with the highest alternative 5) Implement the selected choice 6) Evaluate the selected choice One main assumption is that people want to choose alternative with highest payoff

What are the coordinating mechanisms in organizations?

1) informal communication 2) formal hierarchy 3) standardization

What are three job design practices used to motivate?

1) job rotation 2) job enlargement--add tasks to existing job, improves efficiency and flexibility 3) job enrichment--more responsibility for scheduling, coordinating, planning, more autonomy over work

types of organizational learning processes

1) knowledge acquisition--grafting, scanning external environment, experimentation 2) sharing--internal 3) use--add value to shareholders and organization 4) storage and memory--preserve intellectual capital (strategies involve motivation to stay, systematic transfer, convert knowledge into structural capital

What are two factors to consider in choosing the best communication channel?

1) social acceptance (norms, smbolic meanings, preferences) and 2) media richness

What are the four elements of organizational structure?

1) span of control 2) centralization 3) formalization 4) departmentalization

problems with problem identification

1) stakeholder framing 2) decisive leadership--announce problmes before haivng chance to logically assess them 3)solution focused problems (rephrased statement of solution instead of description of the problem) 4) perceptual defense (block out bad news as coping mechanism) 5)mental models

conceptual anchors

1) systematic research anchor 2) multidisciplinary anchor 3) contingency anchor 4) multiple levels of analysis anchor

types of individual behavior

1) task performance 2) organizational citizenship behaviors 3) counterproductive work behaviors 4) joining and staying with organization 5) maintaining work attendance

team effectiveness model

1) team design 2) team effectiveness 3) team processes 4) organizational and team environment

What are the four elements of team processes?

1) team development 2) norms (developed during storming stage of team development) 3) cohesion 4) trust

What are the four most common problems in team decision making?

1) time constraints 2) evaluation apprehension 3) pressure to conform 4) overconfidence

types of ethical principles

1) utilitarianism--AKA consequential principles because it focuses on consequences, not on how we arrived at consequences 2) individual rights--belief that everyone has entitlements that let her or him act in certain way 3) distributive justice--people who are similar to each other should receive similar benefits and burdens

How does a team improve creative decision making?

1)Brainstorming--every participatn tries to think up as many idas as possible 2) Brainwriting--variation of brainstomring that minimized problem of production blocking, remove conversation from idea generation 3)Electronic brainstomring 4) Nominal group technique

What are three ways to reduce interdependence?

1)Create buffers 2) Use Integrators 3) Combine Jobs

Financial reward objectives

1)Membership/seniority 2) Job status 3)Competencies 4) Task Performance

What are the functions of communication?

1)coordination 2) decision making 3) organizational learning 4) change behavior 5) support employee well-being

types of values congruence

1)diverse values 2) espoused enacted value congruence (how consistent values in words match actions) 3) organization-community values congruences (how organization values are congruent with environment)

levels of task interdependence

1)pooled 2) sequential 3) reciprocal (highest degree)

organizational learning perspective

AKA knowledge management effectiveness depends on organizationl's cpacity to acquire, share, use, and store valuable knowledge knowledge as a resource: intellectual capital

Four D Model of Appreciative Inquiry

Involves discovery, dreaming, designing, delivering

What are the ways to build organizational commitment?

Justice and support, shared values, trust, organizational comprehension, employee involvement

What is the relationship between job satisfaction and performance?

Moderately positive relationship

maintaining work attendance

a type of individual behavior that includes presenteeism presenteeism: common with low job security, sick leave, impactful absence

moral sensitivity

ability to detect moral dilemma and estimate relative importance factors that influence: 1)empathy 2)expertise or knowledge 3)direct experience with moral dilemmas 4) mindfulness, the person's receptive and impartial attention to and awareness of present situation

intuition

ability to know when problem or opportunity eists and to select best course of action wihout conscious reasoning involves rapidly comparing observations with deeply held patterns learned through experience should not always guide decisions, as emotional responses are not always based on well grounded mental models need to use with combo of careful analysis of relevant information

leadership

about influencing motivating and enabling others

impression management

actively shaping perceptions and attitudes that other have of us ingratiation is any attempt to increase liking by, or perceived similarity to some targeted person

core affect

all emotions have associated valence signals that perceived object or evnt should be approached or avoided

self-concept

an individual's self beliefs and self evaluations described by three characteristics: complexity, consistency, and clarity complexity--number of distinct and importnat roles or identites (student, friend, daughter, etc) consistency--high consistency when individual's self-perceived roles require similar personality traits, values, attributes, compatability with personal traits (low complexity when identites are highly interconnected and thus leads to low self esteem)

stakeholder perspective

anyone with stake in the company personalizes the open systems perspective incorporates values, ethics, and corporate social responsibility into organizational effectiveness equation

self-serving bias

attribute failures to external causes more than internal causes while successes due more to internal than external

self-justification

atttempt to maintain favroable public image

nonverbal communication

automatic and nonconscious

emotional contagion

automatic process of catching or sharing another person's emotions by mimicking that person's facial expressions and other nonverbal behavior

empathy

awareness of other people's emotions

realistic job preview

balance of positive and negative information about the job and work context

Machiavellian values

belief that decit is natural and acceptable way to influence others and that getting more than one deserves is acceptable

BATNA

best alternative to negotiated agreement estimates power in negotiation

continuous commitment

calculative attachment to organization

rational choice paradigm

calculative view of decision making

power

capacity of a person tem or organization to influence others based on target's perception that the power holder controls involves asymmetric dependence of one party on another party

organizational unlearning

change existing mental models

satisficing

choose alternative that is satisfactory or good enough occurs because alternative present themselves over time lack capability or motivation to process huge volume of info

expectancy theory of motivation

cognitive logic is used to predict chosen direction, level, and persistence of motivation EtoP: perception that his or her effort will result in particular level of performance P to O: perceived probabilty that specific behavior or performanc elevel will lead to particular outocme valence: anticipated satisfaction from outcome

diversity disadvantages

communication problem faultlines, source of conflict

what two factors from the FFM model are the best personality predictors of individual performance?

conscientiousness and emotional stability

shared values

conscious beliefs, evaluate what is good or bad, right or wrong

organizational culture

consists of the values and assumptions shared within an organization

task conflict

constructive conflict when people focus discussion around issue

fundamental attribution error

correspondence bias tendency to overemphasize interal causes of another personal behavior and discount external causes

emotional dissonance

deal with discrepancies by engaging in surface acting

self-evaluation

defined by self-esteem, self-efficacy, locus of control self-esteem-extent to which people like, respect, and are satisfied with themselves self-efficacy--person's belief that he or she can successfully complete task

team cohesion

degree of attraction people feel toward team and motivation to remain members emotional experience, not just calculation of whether to stay or leave team devleopment tends to improve cohesion less effect on team performance when team has low task interdependence

employee involvement

degree to which employees influence how work will be carried out potentially benefits decision maing quality and commitment

moral intensity

degree to which issue demands application of ethical principles

task identity

degree to which job affects organization

need for affiliation

desire to seek approval from others, conform to their wishes and expectations, avoid conflict and confrontation *less effective at allocating scarce resources and making other decisions that potentially generate conflict( need to have low need for affiliation in decision making positions so that actions are not biased by personal need for approval

norms

develop when teams form form as team members discover behaviors that help them function more effectively influenced by experiences and values of team members

creativity

development of original ideas that make socially recognized contribution powerful resource for corporate competitive advantadge and individual career development

scenario planning

disciplined method for imagining possible futures useful for choosing best solution under possible scenarios

path-goal leadership theory

dominant model that applies this contingency approach to managerial leadership main premise is that effective leaders choose one or more leadership styles

What are the reasons for team motivaiton?

drive to bond accountability proximity apprehnsion of team member evaluation

drive to bond

drive to form social relationsips and develop mutual caring commitments with others

affective organizational committment

employeee's emotional attachment to, involvement in, identification with orgnaization benefits: competitve advantage, psychological bond, work motivation, orgainzational citizenship

equity theory

employees determine feelings of equity by comparing their own outcome input ratio to those of others

virtual work benefits

environmental, work life balance, productivity

beliefs

established perceptions about attitude objects

ethics

ethical behavior is study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad

problems with information processing

evaluate only a few alternatives, evaluate alternatives sequentially rather than all the same time

self-fulfilling prophecy

expectations about another person cause eperson to act in way that is consistent with those expectations

power distance

extent to which people accept unequal distribution of power in society

What three factors from the FFM model predict more specific types of employee behavior and performance?

extraversion, agreeableness, openness to experience

procedural justice

fairness of procedures used to decide distribution of resources HOW the distribution is carried out

job characteristics model

five core job dimensions that produce three psychological states

ways to remove stressors

flexible and limited work time, job sharing, telecommuting, personal leave, child care support

attribution

forming beliefs about causes of behavior or events three attribution rules: consistency, distinctiveness, consensus consistency is high for both internal and external attributions

structural hole

gap between two or more dense social network areas that lack network ties

halo effect

general impression of person, based on one prominent characteristic, distorts perception of other characteristics of person

stock options

give employees right to purchase company stock at predetermined price up to fixed expiration date

social capital

goodwill and resulting resources shared among members in a social network info improves individual's expert power

teams

groups of two or more people who interact and influence one another exist to fulfill some purpose held together by interdependence advisory teams have high skill differentiation

other perceptual effects

halo, false consensus, primacy, recency

role perceptions

happens when understand specific duties or consequences for which they are accountable understanding of various tasks and performance expectations understnading preferred behaviors or procedures for accomplishing assigned tasks motivates employees because ave high belief effort will produces expected outcomes

stressors

harassment and incivility, work overload, low task control

value system

hierarchy of preferences tell us what we ought ot do rather than describe what we naturlaly tend to do

scientific managment

high levels of job specialization and standardization of tasks to achieve maximum efficiency

tall structures

high overhead costs employees usually feel less empowered and engaged

superordinate goals

higher order aspirations goals that conflicting parties value and whose attainment requires joint resrources and effort of those parties

communication

highest priority and first strategy required for any organizational change considered top strategy for engaging employees in the change process

reciprocal interdependence

highest risk of conflict

MARS model

illustrates four variables-- motivation, ability, role perceptions, situational factors model to demonstrate individual behavior and results

emotional intelligence

includes set of abilities to perceive and express emotion, assimilate emotion in thought, understnad and reason with emotion

What are the sources of conflict?

incompatible goals differentiation interdependence scarce resources ambiguous rules poor communication

employee engagment

individual s emotional and cognitive motivation focused, intesne, persistent, purposive effort toward work related goals

Performance Based Rewards

individual rewards--commissions team rewards--gainsharing plan, which calculateds bonuses from work unit's cost savings and productivity improvement organizational rewards--employee stock ownership plans are organizational rewards that encourage employees to buy company stock at discounted price

multiple levels of analysis anchor

individual, team, and organizational levels

situational factors

influence individual behavior and performance

selective attention

influenced by characteristics of persons or objects being perceived process of attending to some info received by senses and ignoring other information bias is the result of our assumptions and exprectations about future events

assertiveness

influencing others through explcit reminders of one's obligations and sometimes explicit threats

divine discontentment

key feature of successful organizations, in which leaders continually urge employees to strive for higher standards or better practices

awareness of perceptual bias

know they exist diversity awareness training problem with training is that reinforces rather than reduces reliance on those stereotypes

mental models

knowledge structures that we devleop to describe, exmplain, and predict wolrd around us see problems in different perspectives

referent power

largely a function of person's interpersonal skills associated with charisma

implicit leadership theory

leader prototypes and romance or attribution of leadership

Fiedler's contingency model

leadership style depends on whether person's natural leadership style is appropriately matched to the situation

What three sources of power originate from the power holder's formal position or informal role?

legitimate, reward, coercive

flat structures

less layers in hierarchy however, large number of reports per manager possible with layer removal receives information quickly

informal groups

little or no interdependence, primarily for beneift of members exists to meet social identiy need, accomplsih personal objectives, also called coalitions backbone of social networks

What is the main problem with ESOPs, stock options, and profit sharing?

low individual performance to outcome expectancy suppressed incentive's motivational effect

What are the results of organizational politics?

low job satisfaction, organizational commitment, organizational citizenship, task performance triggered by scarce resources divert resources away from organization's effective functioning and potentially threaten the environment

organizational citizenship behavior

may be considered discretionary support organizaiton's social and psychological context through cooperation and helpfulness to others

differentiation

may have common goals but have different beliefs about how to achieve that goal produces tension through merger

Job status-based rewards

measures job worth through job evaluation potentially encourage bureaucratic heirarchy

meaningful interaction

more indirect, yet potentially powerful approachi to improving self-awareness and mutual understanding

silent authority

most common form of influence in high power distance cultures

guiding coalition

most important factor in success of public sector organizational change programs formed from special task force that initially investigate opportunities for change

recency effect

most recent infomration dominates perceptions most comon bias when making evaluation involoving complex information

categorical thinking

mostly nonconscious process of organizing people and objects organized on bassis of similarity or proximity to others

Maslow's needs hierarchy theory

motivation theory of needs arranged in hierarchy, whereby people are motivated to fulfill higher need as lower one becomes gratified

self-verification

motivation to confirma nd maintain existing self-concept includes seeking feedback not necessarily flattering affects perceptual process

social cognitive theory

much learning and motivation occurs by observing and modeling others

contingency anchor

no single solution is best all of the time

high performance work practices perspective

objective is to detmerine specific bundles of organizational practices that offer competitve advantage human capital is important as source of competitve advantage identifies specific bundle of systems and structures that generate most value from human capital four practices-- employee involvement, job autonomy, competency development, rewards for performance and competency development assocation with organizational effectiveness: builds human capital

surface level diversity

observable demographic and other overt diffences in people

balanced scorecard

one organization wide approach to goal setting represents objectives across various stakeholders and processes translates organization's vision and mission into specific, measurable key perfomrance indicators

Action research approach

open systems view requires both knowledge and commitment of members

attraction-selection-attrituion theory

organizations have a natural tendency to attract, select, retain people with values and personality characteristics that are consistent with organization's character (attrition--motivation nto seek environments sufficientl congruent with personal values)

self-enhancement

overconfidence that generates a can-do attitude negative in that overestimations are made

Membership Rewards

pay for pulse "golden handcuffs"--discourage employees from quitting because of deferred bonuses or generous benefits

legitimate power

perceived right or obligation from formal job descriptions as well as informal rule sof conduct "zone of indifference"--set of behaviors individuals are willing to engage in at other person's request information gatekeeps can potentially influence executive decisions by framing their reality through selective distribution

stereotyping

perceptual process in which we assign characteristics to idenitifable gropu and automatically transfer features to anyone belive is member the higher the perceiver's need for cognitive closure, the highre the reliance on stereotypes benefits: helps in minimizing mental effort, filling in missing info, supporting social identity

performance equation

person X situation OR ability X motivaiton

job satisfaction

person's evaluation of his or her job and work context apprasial of perceived job characteristics, work environment, emotinal experiences at work

Learned Needs Theory

person's needs can be learned: achievement, power, affiliation

social self

personal identity refers to something about me as an individual

strengths-based coaching

positive approach to feedback AKA appreciative coaching

confirmation bias

post decisional justification ignore or downplay negative outcomes of selected alternative overemphasize its positive outcomes

implicit favorite

preferred alternative that dedcision maker uses repeatedly as comparison with other choices

drives

primary needs, which are hardwired characteristics of brain that attepmt to keep us in balance by correcting deficiencies produce emotions and various personal characteristics translate these emotions into goal directed needs

subjective expected utility

probabily of satisfaction (utility) for each alternative expected satisfaction depends on expected satisfaciton of each outcome as well as probablity

bounded rationality

process limited and imprefect information and rarely select best choice

team problems

process losses--resources expended toward team development and maintenance rather than the task amplified when more people added or replaced (Brooke's law)

job design

process of assigning tasks to a job, including interdependency of those tasks with other jobs

decision making

process of making choices among alternatives

perception

process of receiving informaiton about and making sense of the world

parallel learning structure

produce meaningful organizational change social structures developed alongside formal hierarchy with purpose of increasing organization's learning

sytematic research anchor

produces evidence based management

time constraints

production blocking--undermines idea generation in a few ways in which moitoring, listening, forgetting, limits productivity evaluation apprehension--based on individual's desire to create faborable self presentation pressure to conform

service profit chain model

proposes that job satisfaction has positive effect on customer service, which flows onto stockholder financial returns

drive to defend

protect ourselves physically and socially

nonsocial feedback sources

provide feedback without someone communicating that info

deep level diversity

psychological characteristics of employees--personalities, beliefs, values, attitudes

empowerment

psychological experience represented by self-determination, meaning, competence, impact of role job characteristics influence degree to which people feel empowered

social loafing

qoccurs when people exert less effort in temas than working alone

organizational efficiency

ratio of inputs to outcomes AKA productivity indicator of how well company transforms inputs into outputs evaluation of interntal transformation

values

realtively stabel, evaluative beliefs that guide our preferences for oucomes or courses of action in variety of situations

psychological harassment

repeated hostile and unwanted conduct, verbal comments, actions, gestures

adaptive culture

see things from an open systems perspective strong learning orientation

drive to acquire

seek, take, control, retain objects and personal experiences foundation of compettion and basis of need for esteem

role

set of behaviors that people are expected to perform because they hold certain positions in team and organization

competency perspective on leadership `

several leadership competencies

false consensus effect

similar-to-me effect overestimaton of extent to which others have similar beliefs or behaviors

Competency Based REwards

skill based pay plans are more specific variation of competency based rewards motivate employees to learn new skills

core job characteristics

skill variety task identity task significance autonomy feedback from the job

multisource 360 degree feedback

social form of feedback that has been use d to evaluate employees performcane from variety of sources

values

stable, evaluative beliefs that guide our preferences for outcomes or courses of action

contact hypothesis

states that people who interact with each other will be less perceptually biased

job specialization

subdivision of jobs into separate jobs for differenct people improves work efficiency more proficient work shorter work cycles better job match

corporate social responsibility

support in economic, social, and evnvironmental spheres

learning orientation

supports creative practice

globalization

technology and transportaiton systems allow more intense level of connectivitiy and interdependence

prospect theory effect

tendency to experience negative emotions when losing something of value than positive emotions

primacy effect

tendency to quickly form opinion of people on basis of first information we receive about them

organizational behavior modification

thoeyr that explains employee behavior in terms of antecedent conditions and consequences of that behavior four consequence types: positive reinforcment, punishment, extinction, negative reinforcment

EVLN Model

useful for organizing and understnading consequences of job dissatisfaction Exit Voice Loyalty Neglect Exit--includes leaving organization Voice--attempt to change, rather than excape, counterproductive behaviors Loyalty--not an outcome of dissatisfaction, determined whether people chose exit or voice

espoused values

values that they want others to believe guide the organization's decision and actions socially desirable

transformational leadership

view leaders as change agents, create communicate and model shared vision encourage experimentation and build commitment

open systems perspective

views organimsms as complex organisms that live within external environment focus on physical resources

need for achievement

want to accomplish reasonably challneing golas through own effort

need for power

want to exercise control over others and are concerned about maintaining leadership position

organizational strategies

way the organization positions itself in its setting in relation to its stakeholders, given organiztion's resources, capabilities, mission

cognitive dissonance

when people perceive beliefs, feelings, and behavior are incongruent reduce cognitive dissonance by devleoping more favorable attitudes toward specfic features of the decision

organic structure

wide span of control decentralized decision making little formalization work better in rapidly chaingin environments and compatible with organizational learning effectiveness of organic structures depends on how well employees have developed their expertise

personality

widely cited predictor of most forms of individual behavior relatively enduring pattern of thought, emotions, behaviors that characterize person, along with psychological processes affected by nature and nuture