Management Exam 1 (MGMT 261)

______ is a financial incentive awarded to employees for meeting certain goals or objectives. A. Seniority-based pay B. Skill-based pay C. Job content-based pay D. Performance-based pay

D. Performance-based pay

management role categories

The categories of roles—interpersonal, informational, and decisional—managers play as they accomplish management functions.

manager

The individual responsible for achieving organizational objectives through efficient and effective utilization of resources.

emotional labor

The process of managing one's feelings to present positive emotions even when they are contrary to one's actual feelings

Value Chain

The sequence of activities that flow from raw materials to the delivery of a good or service, with additional value created at each step.

management skills

The skills needed to be an effective manager, including technical, interpersonal, and decision-making skills.

self-serving bias

The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors.

fundamental attribution error

The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others

Eustress

moderate levels of stressors that have constructive and positive effects on effort and performance

contingency thinking

the approach that describes actions as dependent on the nature of the situation; one size does not fit all, our actions must be dependent on the nature of the situation

technical skill

the aptitude to perform and apply specialized tasks

confirmation bias

the tendency to seek out information that fuels our preexisting views and to discount information that conflicts with our worldview

selective attention

the tendency to selectively focus on aspects of situations that are most aligned with out won interests, values, and attitudes

self-fulfilling prophecy

the way a person behaves based on pre-existing expectations about another person or situation so as to create an outcome that is aligned with those expectations

human capital value

the way employees work toward the strategic goals of an organization to achieve competitive advantage

performance goals

(distal) long-term goals set into the future

reappraisal

reevaluating a potentially emotional situation in a more objective way

Economic Factors

result in the need to strategize to overcome economic stumbling blocks such as recessions and financial crises

profit sharing

sharing profits with employees of an organization by the owners

decision-making skills

the ability to conceptualize situations and select alternatives to solve problems and take advantage of opportunities

procedural justice

the degree to which people perceive the implementation of company policies and procedures to be fair

need for affiliation

the need to be liked and to stay on good terms with most other people

freelancer

type of free agent who can work for multiple employers, giving a limited amount of time to each

counterproductive work behaviors

voluntary behaviors that purposefully disrupt or harm the organization

Five steps of applying critical thinking

1. Observe (recognize the behavior) 2. interpret (understand the cause and effects of the behavior) 3. analyze (investigate the causes and effects of behavior) 4. evaluate (assess the consequences of changing the behavior) 5. explain (justify a change to behavior)

three elements of distress

1. physiological element: manifested as negative health effects

Which personality model was created by compiling lists of adjectives from dictionaries then reducing these adjectives to the fewest categories possible? A. the Big Five model B. the agreeableness model C. the ABTQ model D. the Big Ten model

A. the Big Five model

The MBTI, as presented in the textbook, is an abbreviation for ______. A. Methodological Benefiter Type Indicator B. Myers-Briggs Type Indicator C. Mitchell Braxton Type Indicator D. Most Beneficial Type Indicator

B. Myers-Briggs Type Indicator

Which of the factors associated with psychological empowerment is a person's belief in his or her ability to perform work tasks successfully? A. meaningfulness B. competence C. self-determination D. impact

B. competence

Which categories listed below explain why people have different needs at different times and how these needs motivate behavior? A. component theories B. content theories C. procedure theories D. process theories

B. content theories

Which nontraditional work schedule divides one full-time job among two or more people who work predetermined hours? A. flextime B. job sharing C. telecommuting D. compressed workweek

B. job sharing

Would American's rather have a better boss or a pay rasie?

Better boss

Bella is working with Edward to complete a project proposal. Edward promised her that she would get credit for the part of the proposal that she completes. Bella is trying to do everything to move up the corporate ladder, but she wonders if Edward will keep his promise and give her the credit that she deserves. Bella is struggling with which element of expectancy theory? A. effort B. expectancy C. instrumentality D. valence

C. instrumentality

What are the two types of locus of control? A. internal and reciprocal B. interior and exterior C. internal and external D. reciprocal and outermost

C. internal and external

Which psychological empowerment belief is defined as the value of work tasks in line with a person's own self-concepts and ideals? A. self-determination B. impact C. meaningfulness D. competence

C. meaningfulness

What type of stressor inhibits progress toward objectives? A. task B. challenge C. obstruct D. hindrance

D. hindrance

Amy likes to maintain the status quo, and avoids making an unpopular decision at all cost. According to acquired needs theory, Amy is motivated by a ______. A. need for achievement B. need for actualization C. need for power D. need for affiliation

D. need for affiliation

Which term below is defined as the process in which we set goals that create a discrepancy between a desired state and a current state? A. self-efficacy B. vicarious learning C. reciprocal behavior D. self-regulation

D. self-regulation

Which of the five behavioral sciences related to organizational behavior studies people and their activities in relation to societal, environmental, and cultural influences? A. anthropology B. political science C. sociology D. social psychology

D. social psychology (definition of anthropology but this is what the quiz answers said)

SMART goals

Specific (clear, well-defined), Measurable, Attainable, Realistic, Timely

telecommuting

Working from home or any location while using a computer or other advanced telecommunications that are linked to the office

employee engagement

a connection with the organization and passion for one's job

emotional dissonance

a discrepancy between the emotions a person displays and the emotions he or she actually feels

Organizational Behavior

a field of study focused on understanding, explaining, and improving attitudes of individuals and groups in organizations

display rules

basic norms that govern which emotions should be displayed and which should be suppressed

personality traits

characteristics that describe our thoughts, feelings, and behaviors

efficient

doing things right so as to maximize the utilization of resources

scientific management

early 20th-century theory introduced by Frederick Taylor and his colleagues that analyzes workflow through systematic observation or reasoning

deep acting

efforts to change your actual emotions to better match the required emotions of the situation

stressors

environmental stimuli that place demands on individuals

physical resources

equipment

mood

generalized positive or negative feelings of mind

Challenges and Opportunities in OB

globalization, economic factors, workforce diversity, customer service, sustainability, innovation, and change, people skills

the goldilocks rule

goals should not be too hard or too easy

response-focused strategies

help us to prevent any outwardly perceivable expression of emotion in order to support us in coping with certain situations

Antecedent-Focused Strategies

helps us to prevent strong emotional responses when we are confronted with certain situation situations

distress

high levels of stressors that have destructive and negative effects on effort and performance

manager's resources

human, financial, physical, and informational resources

race

identifying biological factors such as skin, hair, or eye color

free agents

independent workers that supply organizations with short-term talent for projects or time-bound objectives

part-time workers

independent workers who supply organizations with part-time talent for projects or time-bound objectives

three main levels of analysis within the OB model

individuals, teams, and organizations

hindrance stressors

inhibit progress toward objectives, negatively related to motivation and performance

emotions

intense feelings that are directed at someone or something

situation modification

involves altering a situation to change its emotional impact

three main approaches to job design

job enlargement, job rotation, and job enrichment

situation selection

lets you choose or avoid situations that have the potential to generate certain emotional responses

cognitive change

lets you reassess an event or situation to see the bigger picture and bring about a more positive emotional reaction

performance

means of evaluating how effectively and efficiently managers utilize resources to achieve objectives

financial resources

money

informational roles

monitor: read and talk to others to receive information disseminator: send information to others spokesperson: provide information to people outside the organization

direct effects of goals

motivate and energize us helping to achieve objectives

Sustainability

must take environmental factors into consideration during decision making and goal setting

human resources

people, human capital

tangible resources

physical assets such as equipment, property, and inventory

Employee Stock Ownership Plan (ESOP)

plans in which employees purchase company stock, often at below-market price, as part of their benefits

Studies have shown that effective wellness programs ______. A. reduce hospital admissions B. reduce morale C. increase employee turnover D. cost more money than they save

A. reduce hospital admissions

positive affect

A mood dimension consisting of positive emotions such as excitement, enthusiasm, and elation on the high end and boredom, depression, and fatigue at the low end

Many women are still hampered by a ______ or an invisible barrier that limits their ability to progress to more senior positions. A. glass ceiling B. generational difference C. deep-level diversity D. gender cliff

A. glass ceiling

Positive organizational behavior places the highest priority on the well-being of its ______. A. suppliers B. managers C. employees D. customers

C. employees

At the end of each year, the management team goes on a retreat to set goals and strategies for the upcoming year. The management team is engaging in which management function? A. leading B. controlling C. planning D. organizing

C. planning

Of the five behavioral science disciplines, which one studies how conflict is managed and how power is distributed? A. social psychology B. sociology C. political science D. psychology

C. political science

Self-determination

the understanding of skills, knowledge, and strengths that enable a person to make choices and initiate work tasks

valence

the value individuals place on work outcomes

meaningfulness

the value of work tasks in line with a person's own self-concepts and ideals

gender diversity

the way different genders are treated in the workplace; equal representation of both men and women in the workplace

bounded rationality

the idea that we are restricted by a variety of constraints when making decisions

behavioral goals

(proximal goals) short-term goals

The Four MBTI Preferences

-extraversion (outgoing, talkative, expressive) vs introversion (reserved, like to work alone) -sensing (prefer tangible, concrete, real-life information vs intuitive (tend to be imaginative, creative, and insightful) -thinking (reason and logic to make decisions) vs. feeling (draw from values when making decisions) -judging (prefer order, structure, plans, and rules) vs perceiving (flexible and adaptable)

three main elements that form our attitudes

1. cognitive appraisal: reflects the sum total of a person's underlying beliefs, opinions, information and knowledge about a specific object, person, or event 2. affective evaluation: reflects a person's positive and negative feelings toward a specific object, person, or event 3. behavioral intention: the perceived likelihood that someone will behave in a particular way toward a specific object, person or event

Five-step decision-making process

1. define the problem: fully understand the nature of the problem and be able to describe it in clear, concise terms in order to arrive at a solution 2. identify and weigh decision criteria 3. generate multiple alternatives: think of alternate solutions to the defined problem 4. rate alternatives on the basis of decision criteria 5.choose, implement, and evaluate the best alternative

Four dimensions of EI

1. self-awareness: a good understanding of your own emotions 2. self-management: the ability to control and regulate emotions and impulses 3. social awareness: skills in perceiving, empathizing with, and reacting appropriately to the emotions of others 4. relationship management: the ability to manage the emotions of others to build strong and healthy relationships with them

2. psychological element: negative attitudes and emotions that can lower job satisfaction

3. job burnout: emotional exhaustion, cynicism, and loss of interest in the job that can result from ongoing exposure to high levels of stressors

______ comprises high levels of stressors that have destructive and negative effects on effort and performance. A. Distress B. Eustress C. Strain D. Stress

A. Distress

______ is a discrepancy between the emotions a person displays and the emotions he or she actually feels. A. Emotional dissonance B. Emotional regulation C. Negative effect D. House rules

A. Emotional dissonance

______ is an awareness of how your actions and emotions affect those around you. A. Emotional intelligence B. Human intelligence C. Psychological intelligence D. Management intelligence

A. Emotional intelligence

______ refers to the extent to which we can remain calm and composed. A. Emotional stability B. Emotional intelligence C. Emotional composure D. Self-regulation

A. Emotional stability

Scientific management was primarily developed by ______. A. Frederick Taylor B. Warren Buffett C. Hackman and Oldham D. Douglas McGregor

A. Frederick Taylor

______ accumulates when employees work toward the strategic goals of an organization to achieve competitive advantage. A. Human capital value B. Return on investment C. Earnings per share D. Company morale

A. Human capital value

______ is having skills in perceiving, empathizing with, and reacting appropriately to the emotions of others. A. Social awareness B. Self-awareness C. Relationship management D. Self-management

A. Social awareness

When looking at an organization as a whole, one needs to visualize how it fits into its overall environment and understand how each part relates to the others. What management skill is this? A. conceptual B. human C. leading D. technical

A. conceptual

Which concept below is a phenomenon in which emotions experienced by one or more individuals in a work group spread to the others? A. emotional contagion B. emotional intelligence C. emotional affect D. emotional labor

A. emotional contagion

The term ______ is used to describe the behavior of people who manipulate others and use unethical practices for personal gain. A. machiavellianism B. self-monitoring C. proactive personality D. locus of control

A. machiavellianism

Emily is passionate about environmental causes, and loves that her role at Disney allows her to find ways to reduce waste. Over time she has started to apply the same practices at home that she is using at work. Emily is experiencing psychological empowerment associated with ______. A. meaningfulness B. competence C. impact D. self-determination

A. meaningfulness

A discretionary and voluntary behavior that is not a part of the employee's specific role requirements and is not formally rewarded is called ______. A. organizational citizenship behavior B. organizational commitment C. employee engagement D. productive work behaviors

A. organizational citizenship behavior

Which dimension of personality is explained by the extents to which individuals take the initiative to change their circumstances? A. proactive personality B. Type A or Type B orientation C. risk-taking propensity D. locus of control

A. proactive personality

Which category describes the cognitive processes through which needs are translated into behavior? A. process theories B. procedure theories C. component theories D. content theories

A. process theories

What term below is not an element of the social cognitive theory? A. reciprocal behavior B. vicarious learning C. self-regulation D. self-efficacy

A. reciprocal behavior

______ assumes we take into account every single criterion or possible alternative to make a decision. A. Instrumental rationality B. Complete rationality C. Bounded rationality D. Essential rationality

B. Complete rationality

______ is the ability to understand emotions in ourselves and others in order to effectively manage our own behaviors and our interpersonal relationships. B. Emotional intelligence Answers: A. Emotional affect B. Emotional intelligence C. Emotional labor D. Emotional contagion

B. Emotional intelligence

Annette contemplates enacting stricter sanctions and punishments for violations of safety standards at The Burger Joint. Alternatively, she considers implementing a reward system, such as bonuses or vacation time for low injury rates. Annette has accomplished which step of the decision-making model? A. rate alternatives on the basis of decision criteria B. generate multiple alternatives C. identify and weigh decision criteria D. choose, implement, and evaluate the best alternative

B. generate multiple alternatives

Human capital falls into the category of ______. A. competitive resources B. intangible resources C. tangible resources D. natural resources

B. intangible resources

Equity theory says we compare our O/I ratio to ______. A. authorities B. referent others C. perceived inequity D. inequality figures

B. referent others

Which behavior is likely to be exhibited by Claire, who has low degree of self-monitoring? A. attempting to disguise her feelings when appropriate B. refusing to change any aspect of herself to accommodate a situation C. matching behavior to the requirements of the situation D. showing regard for how others see her

B. refusing to change any aspect of herself to accommodate a situation

Which theory is defined as the analysis of workflow through systematic observation of the tasks to be performed? A. systematic management B. scientific management C. job design management D. need for self-determination

B. scientific management

Which term below is defined as a process of learning by watching the actions or behaviors of another person? A. self-efficacy B. vicarious learning C. self-regulation D. reciprocal behavior

B. vicarious learning

______ is a strategy in which managers empower employees to make decisions, provide them with extensive training and opportunities to increase their knowledge base, share important information, and provide incentive compensation. A. Ethical organizational behavior B. Positive organizational behavior C. High-involvement management D. Leadership

C. High-involvement management

______ is the degree to which an individual feels positive or negative about a job. A. Employee engagement B. Organizational commitment C. Job satisfaction D. Organizational culture

C. Job satisfaction

Which needs theory holds that our needs are shaped over time and formed by our experiences and cultural background? A. Maslow's hierarchy of needs B. Alderfer's ERG theory C. McClelland's acquired needs theory D. Herzberg's two-factor theory

C. McClelland's acquired needs theory

______ is feeling under-rewarded or over-rewarded in comparison with others. A. Feedback B. Perceived inequality C. Perceived inequity D. Valence

C. Perceived inequity

______ is the degree to which individuals relate to and think about their social and physical environment, and their personal beliefs regarding a range of issues. A. Proactive personality B. Machiavellianism C. Personal conception D. Locus of control

C. Personal conception

Which of these sciences is not linked to organizational behavior? A. political science B. social psychology C. accounting D. anthropology

C. accounting

A pay plan that rewards employees for good performance in addition to their base salary is considered which type of individual-level performance-based pay? A. benefit B. piece rate C. bonus D. merit

C. bonus

What is the inconsistency called that creates discomfort that leads us to alter our attitudes, beliefs, or behaviors in order to restore harmony? A. cognitive appraisal B. congruous thoughts C. cognitive dissonance D. self-awareness

C. cognitive dissonance

Researchers found that goals set at a high, but not unreasonable level of difficulty produce better results than less challenging or easier goals. This research finding applies to which characteristic of goal-setting theory? A. goal acceptance and commitment B. feedback C. difficult goals D. specific goals

C. difficult goals

Which perceptual distortion stated in the textbook is a process in which people transfer their own thoughts, motivations, feelings, and desires to others? A. self-fulfilling prophecy B. halo effect C. projecting D. contrast effect

C. projecting

The belief in our ability to succeed in a specific task or situation is called ______. A. self-esteem B. self-concept C. self-efficacy D. self-awareness

C. self-efficacy

The way a person behaves based on preexisting expectations about another person or situation can sometimes create an outcome that is aligned with those expectations, which is called a ______. A. halo effect B. projecting C. self-fulfilling prophecy D. contrast effect

C. self-fulfilling prophecy

Which of the following is not a factor brought to the perceptual process by the perceiver? A. attitude B. value C. setting D. culture

C. setting

Which element of expectancy theory could be phrased as the question, "Is the outcome I get of any value to me?" A. effort B. expectancy C. valence D. instrumentality

C. valence

______ is a method of setting forth the duties and responsibilities of a job with the intention of improving productivity and performance. A. Job enlargement B. Job rotation C. Job purpose D. Job design

D. Job design

What factor that influences our internal and external attributions listed below is explained as the extent to which a person behaves consistently in similar situations? A. consensus B. consistency C. dispute D. distinctiveness

D. distinctiveness

Which of the following accurately lists the three elements of the motivation process? A. directed, contented, and activated B. activated, directed, and energized C. maintained, directed, and activated D. energized, directed, and maintained

D. energized, directed, and maintained

Which cause to explain the behavior of others is related to situational factors? A. internal features B. exterior characteristic C. internal attributions D. external attributions

D. external attributions

______ is the extent to which employees feel a sense of personal fulfillment associated with competence, self-determination, impact, and meaningfulness. A. psychological authorization B. purpose C. scientific management D. psychological empowerment

D. psychological empowerment

Performance-based pay

a financial incentive awarded to employees for meeting certain goals or objectives

attitude

a learned tendency to consistently respond positively or negatively to people or events

job design

a method of setting duties and responsibilities of a job with the intention of improving productivity and performance

triadic reciprocal model of behavior

a model that shows human functioning shaped by three factors that are reciprocally related: reinforcement, cognitive processes, and behavior

negative affect

a mood dimension that consists of emotions such as boredom, lethargy, and depression

merit pay

a pay plan consisting of a pay rise which is linked directly to performance

piece rate

a pay plan in which workers are paid a fixed sum for each unit of production completed

bonus pay

a pay plan that rewards employees for recent performance rather than historical performance

primacy effect

a perception problem through which an individual assesses a person quickly on the basis of the first information encountered

halo effect

a perception problem through which we form a positive or negative bias of an individual based on our overall impressions

recency effect

a perception problem through which we use the most recent information available to assess a person

surface acting

a person suppresses their true feelings while displaying the organizationally desirable ones

sexual orientation

a person's sexual identity and the gender(s) to which she or he is attracted

wellness program

a personal or organizational effort to promote health and wellbeing through providing access to services like medical screenings, weight management, health advice, and exercise programs

Neutroticism

a personality trait that involves being tense, moody, irritable, and temperamental

emotional contagion

a phenomenon in which emotions are experienced by few people of a work group are spread to the others

machiavellianism

a philosophy that describes people who manipulate others and use unethical practices for personal gain

vicarious learning

a process of learning by watching the actions or behaviors of another person

job rotation

a process of periodically moving staff employees from one job to another

projecting

a process through which people ascribe their own personal attributes onto others

anchoring and adjustment heuristics

a process whereby people base their decisions on the first piece of information they are given without taking other probabilities into account

self-regulation

a process whereby people set goals, creating a discrepancy between the desired state and the current state

Myers-Briggs Type Indicator (MBTI)

a psychometric questionnaire designed to measure psychological preferences in how people perceive the world and make decisions

correlation

a reciprocal relationship between two or more factors

availability heuristics

a rule of thumb for making judgements on examples and events that immediately spring to mind

job content-based pay

a salary paid based on the evaluation of a job's worth

Theory

a set of principles intended to explain behavioral phenomena in organizations

emotional regulation

a set of processes through which people influence their own emotions and the ways in which they experience and express them

representativeness heuristic

a shortcut that bases a decision on our existing mental prototype and similar stereotypes

personality

a stable and unique patterns of traits, characteristics, and resulting behaviors that gives an individual his or her identity

hypothesis

a statement that specifies the relationships between the two variables

ingratiation

a strategy of winning favor and putting oneself in the good graces of others before making a request

Organization

a structured arrangement of people working together to accomplish specific goals

skill-based pay

a system of pay that rewards employees for the acquisition and the development of new skills that lead to enhanced work performance

gain sharing

a system whereby managers agree to share the benefits of cost savings with staff in return for their contribution to the company's performance

social cognitive theory

a theory that proposes that learning takes place through the observation, imitation, and the modeling of others within a social context

problem-focused coping

a type of coping that aims at reducing or eliminating stressors by attempting to understand the problem and seeking practical ways in which to resolve it

compressed workweeks

a work arrangement that gives employees the benefit of an extra day off by allowing them to work their usual number of hours in fewer days per pay period

people skills

ability to communicate and interact with others

interpersonal skills

ability understand, communicate, and work well with individuals and groups developing effective relationships

self-monitoring

adjusting our behavior to accommodate different situations

contrast effect

an effect that takes place when people rank something higher or lower than they should as a result of exposure to recent events or situations

emotion-focused coping

an effort to try to change a person's emotional reaction to a stressor by using positive language and distracting techniques

job sharing

an employment option in which one full-time job is divided among two or more people according to predetermined hours

job enlargement

an increase in the range of tasks and duties associated with a job

job enrichment

an increase in the scope of a job to make it more complex, interesting, stimulating, and satisfying for employees

stereotypes

an individual's set of beliefs about the characteristics or attributes of a group

glass-ceiling

an invisible barrier that limits one's ability to progress to more senior positions

intuition

an unconscious process of making decision based on imagination and possibilites

challenge stressors

associated with workload, job demands, job complexity, and deadlines and are positively related to motivation and performance

programmed decisions

automatic responses to routine and recurring situations

attention deployment

consists of refocusing your attention to an area of a situation that results in a more positive emotional outcome

deep-level diversity

differences in verbal and nonverbal behaviors that are not as easily perceived because they lie below the surface, such as differences in attitudes, values, beliefs, and personality; visible when you get to know someone

openness to experience

dimension of being curious, creative, and receptive to new ideas

extraversion

dimension of being outgoing, sociable, assertive, and talkative

Conscientiousness

dimension of being thoughtful, organized, responsible, and achievement oriented

agreeableness

dimension of being trusting, good natured, tolerant, forgiving, and cooperative

organizational citizenship behavior

discretionary and voluntary behavior that is not a part of the employee's specific role requirements and is not formally rewarded

effective

doing the right thing in order to attain an objective

surface-level diversity

easily perceived differences between people, such as age/generation, race/ethnicity, gender, and ability; can lead to discrimination based on superficial differences

indirect effects of goals

encourage us to use cognitive skills such as planning and strategizing to attain goals

decisional roles

entrepreneur: innovate and initiate improvements disturbance-handler: taking corrective action during disputes and crisis situations resource-allocator role: schedule , request authorization, and perform budgeting and programing activities negotiator: represent department or organization during nonroutine transactions to gain agreement and commitment

teams

exist within organizations and must have effective functioning, complex with many different personalities and attitudes, managers just understand team dynamics

Three key advantages of understanding the ways people act and interact within organizations

explain, predict, and influence behavior

task identity

extent to which an employee completes an entire piece of work from start to finish

extrinsic rewards

external rewards such as salary, bonuses, and paid vacations

dependent variables

factor affected by independent variables

independent variables

factors that remain unchanged

Interpersonal Roles

figurehead: represent the organization or department in ceremonial and symbolic activities leader: motivate, train, communicate with, and influence others liaison: interact with people outside of their unit to gain information and favors

Big Five Model

five basic dimensions of personality to include neuroticism and frequently used to evaluate and assess people in the workplace

Job Characteristics Model

five core dimensions of jobs: skill variety, task identity, task significance, autonomy, and feedback

flextime

flexible working hours in which employees customize their own work hours within limits established by management

motivation

forces from within individuals that stimulate and drive them to achieve goals; process by with behavior is energized, directed, and maintained

individuals

foundation of organizations, the way they work and behave makes or breaks a business, managers must integrate individuals into the organization and nurture them and balance their needs

team and organization level performance-based pay

gain sharing, profit sharing, employee stock ownership plans

seniority-based pay

guaranteed wages and salary increases based on the amount of time the employee has spent with the organization

consensus

looks at how everyone else responds in the same situation

hierarchy of needs

maslow's theory that suggests people are motivated by their desire to satisfy needs, and that needs are arranged in a hierarchy with physiological needs at the bottom and self-actualization at the top; successfully accomplishing the lower-levels leads to the achievement of higher-level needs

workforce diversity

need to foster an inclusive working environment that doesn't discriminate against employees

nonprogrammed decisions

new or nonroutine problems for which there are no proven answers

suppression

occurs when we consciously mask inward emotional reactions with more positive or neutral behavioral responses

intangible resources

organization's reputation and culture, its relationship with customers, the trust between mangers and coworkers, difficult to measure but still crucial

customer service

organizations must meet the increasing needs and changing demands of their customer bases, understand customers' needs first then tailor the product to that

Innovation and Change

organizations need to become faster and more agile than the competition, people's ability to change their ideas becomes important, critical thinking is imperative in innovation

referent other

people whose situation is comparable to their own

human capital

people's skills, knowledge, experience, and general attributes

individual-level performance-based pay

piece rate, merit pay, bonus pay

Managers four main functions

planning, organizing, leading, controlling

organizations

provide individuals and groups with the tools and systems to achieve objective and goals, employees are influence by how organizations are structured

Disciplines contributing to the field of OB

psychology, social psychology, political science, anthropology, sociology

critical thinking

the ability to use intelligence, knowledge, and skills to question and carefully explore situations and arrive at thoughtful conclusions based on evidence and reason

technical skills

the ability to use methods and techniques to perform a task

decision making

the action or process of identifying a strategy to resolve problems

heuristics

shortcuts or "rules of thumb" that allow us to make judgements and decisions quickly and efficiently

model

simplified snapshot of reality, used to summarize and illustrate the reasons behind certain behaviors

ethnicity

sociological factors such as nationality, culture, language, and ancestry

Satisficing decisions

solutions that aim for acceptable results rather than for the best or optimal ones

skills

the ability to perform some type of activity or task

competence

the ability to perform work tasks successfully

human skill

the ability to relate to other people

Emotional Intelligence (EI)

the ability to understand emotions in oneself and others in order to effectively mange one's own behaviors and relationships with others

Open Systems Theory

the assumption that organizations are systems that interact with their environments to obtain resources or inputs and transform them into outputs returned to the environment for consumption; maintains that all organizations are unique and subject to internal and external environmental influences that can affect their efficiency

complete rationality

the assumption that we take in to account every single criterion or possible alternative to make a decision

self-efficacy

the belief we have in our ability to succeed in a specific task or situation

self-esteem

the beliefs we have about our own worth following the self-evaluation process

self-concept

the beliefs we have about who we are and how we feel about ourselves; two parts = self-esteem and self-efficacy

conceptual skills

the capacity to see the organization as a whole and understand how each part relates to each other and how it fits into its overall environment

sunk cost bias

the decision to continue an investment based on past investments of time, effort, and/or money

informational justice

the degree of access people are given to information and the explanations provided to convey that information regrading why certain decisions are being made

job satisfaction

the degree to which an individual feels positive or negative about a job

workplace diversity

the degree to which an organization represents different cultures; includes recognizing, respecting, and valuing both individual and group differences by treating people as individuals in an effort to promote an inclusive culture

personal conception

the degree to which individuals relate to and think about their social and physical environment and their personal beliefs regarding a range of issues; risk-taking propensity, Type A/B orientation, proactive personality, self-monitoring, machiavellianism, locus of control

internal locus of control

the degree to which people believe they control the events and consequences which affect their lives

individual differences

the degree to which people exhibit behavioral and cognitive similarities and differences; we need to understand people like and unlike us

self-awareness

the degree to which people exhibit behavioral similarities and differences

Distributive Justice

the degree to which people think outcomes are fair

human capital inimitability

the degree to which the skills and talents of employees can be emulated by other organizations

need for power

the desire to influence people and events

competitive advantage

the edge that gives an organization a more beneficial position than their competitors and allows them to generate more profits and retain more customers

coping

the effort to manage, reduce, or minimize stressors

distinctiveness

the extent to which a person behaves consistently in similar situations

autonomy

the extent to which employees are given the freedom an independence to schedule and perform tasks

Feedback

the extent to which employees are provided with timely information regarding their job performance

psychological empowerment

the extent to which employees feel a sense of personal fulfillment and intent when carrying out tasks, together with a belief that their work contributes to some larger purpose; competence, self-determination, impact, meaningfulness

task significance

the extent to which employees see meaning in the impact of their roles on the organization

external locus of control

the extent to which people believe their performance is the product of circumstances which are beyond their immediate control

locus of control

the extent to which people feel they have influence over events

consistency

the extent to which the same person behaves the same way over a period of time

emotional stability

the extent to which we can remain calm and composed

skill variety

the extent to which workers utilize a variety of skills

impact

the feeling of making a difference, the degree to which an individual can influence work-related outcomes

strategic OB approach

the idea that people are the key to productivity, competitive edge, and financial success; high value on human capital

two-factor theory

the impact of motivational influences on job satisfaction -hygiene factors: sources of job satisfaction such as salary, status, and security -motivators: sources of job satisfaction such as achievement, recognition, and responsibility

projection bias

the inclination to believe other people think, feel, and act the same way we do

lack of participation error

the inclination to exclude certain people from the decision-making process

common-information bias

the inclination to overemphasize information held by the majority of group members while failing to consider other perspectives held by the minority

escalation of commitment

the increased commitment to a decision despite negative information

cultural metacognition

the level of conscious cultural awareness we possess during cross-cultural interactions

interpersonal justice

the level of dignity, politeness, and respect employees receive by supervisors during change implementation

need for competence

the motivation derived from stretching and exercising our capabilities

need for achievement

the need to perform well against a standard of excellence

components of the perception process

the perceiver, the environment, the focal object

organizational justice

the perception of fairness in workplace practices; distributive, procedural, interpersonal, and informational

intrinsic motivation

the performance of tasks for our own innate satisfaction; need for competence and need for self-determination

strain

the physiological and psychological reactions to stress

evidence-based management

the practice of using research-based facts to make decisions

Instrumentality

the probability that good performance will lead to various work outcomes

expectancy

the probability that the amount of work effort invested by an individual will result in a high level of performance

Globalization

the process by which the world has become increasingly connected through trade, culture, technology, and politics

impression management

the process by which we attempt to influence the perceptions others may have of us

perception

the process by which we receive and interpret information from out environment

ease-of-recall bias

the propensity to over-rely on information recollected from memory when making a decision

affects

the range of feelings in form of emotions and moods that people experience

ability diversity

the representation of people with different levels of mental and physical abilities within an organization

Psychology

the scientific study of the human mind that seeks to measure and explain behavioral characteristics

perceived inequity

the sense of feeling under-rewarded or over-rewarded in comparison with others

human capital rareness

the skills and talents of an organization's people that are unique in the industry

social psychology

the social science that blends concepts from sociology and psychology and focuses on how people influence each other in a social setting

Need for self-determination

the state of motivation and control gained through making efforts that are not reliant on any external influences

positive organizational behavior

the strengths, virtues, vitality, and resilience of individuals and organizations; nurturing the strengths of individuals is beneficial to achieving organizational goals; ex: finding an employee a role that they are better suited for, matching an employees skills to a role

cognitive dissonance

the stress and discomfort individuals experience when they face an inconsistency among her or his beliefs, attitudes, values, and behaviors

Anthropology

the study of people and their activities in relation to societal, environmental, and cultural influences

Sociology

the study of the behavior of groups and how they relate to each other in a social setting

poitical science

the study of the behavior of individuals and groups within a political enviornment

proactive personality

the tendency for individuals to take the initiative to change their circumstances

randomness error

the tendency for people to believe they can predict the outcome of chance events based on false information or superstition

risk taking propensity

the tendency to engage in behaviors that might have positive or negative outcomes

framing error

the tendency to highlight certain aspects of a situation depending on whether they are positive or negative to solve a problem while ignoring other aspects

hindsight bias

the tendency to overestimate the ability to predict an outcome of an event

high-involvement management

the way managers empower employees to make decisions, provide them with extensive training and the opportunities to increase their knowledge base, share important information, and provide incentive compensation; increasing employee involvement makes them more empowered and satisfied and strive to achieve organizational goals

Type A orientation

the way people are characterized as competitive, impatient, aggressive, and achievement oriented

Type B orientation

the way people are characterized as relaxed, easygoing, patient, and noncompetitive

awareness of others

the way we are aware (or unaware) of the feelings, behaviors, personalities, likes, and dislikes in other people

Process Theories

theories that describe the cognitive processes through which needs are translated into behavior, such as equity theory, expectancy theory, and goal-setting theory

Content Theories

theories that explain why people have different needs at different times and how these needs motivate behavior, such as Maslow's hierarchy of needs, Alderfer's ERG theory, McClelland's need theory, and Herzberg's two-factor theory; focus on what motivates us

Goal Setting Theory

theory suggests that human performance is directed by conscious goals and intentions

ERG theory

theory suggests that people are motivated by three categories: existence needs, relatedness needs, and growth needs arranged in the form of a hierarchy; satisfy different levels in any order or at the same time

Equity Theory

theory that holds that motivation is based on our perception of fairness in comparison with others

expectancy theory

theory that holds that people will choose certain behaviors over others with the expectation of a certain outcome

Acquired Needs Theory

theory that suggests three main categories of needs: need for achievement, need for affiliation, and need for power