MGMT 3123 Exam 1
Three step approach to Problem Solving
1. Define the Problem 2. Identify potential causes using OB concepts and theories 3. Make recommendations and (if appropriate) take action
Core self-evaluations (CSEs)
A broad personality trait made of four narrow and positive individual traits: 1. Generalized self-efficacy 2. self-esteem 3. locus of control 4. emotional stability
Perception
A cognitive process that enables us to interpret and understand our surroundings
Coaching
A customized process between two or more people with the intent of enhancing learning and motivating change
Problem
A difference or gap between an actual and a desired state or outcome
Equity theory
A model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships
Theory Y
A modern and positive set of assumptions about people at work: they are self-engaged, committed, responsible, and creative
Self-efficacy
A person's belief about his or her chances of successfully accomplishing a specific task
Theory X
A pessimistic view of employees: they dislike work, must be monitored, and can be motivated only with rewards and punishment
Flextime
A policy of giving employees flexible work hours so they can come and go at different times, as long as they work a set number of hours
Locus of control
A relatively stable personality characteristic that describes how much personal responsibility we take for our behavior and its consequences
Performance management
A set of processes and managerial behaviors that include defining, monitoring, evaluating, and providing consequences for performance expectations
Temperance
A shared belief in showing restraint and control when faced with temptation an provocation
Restorative justice
A shared belief in the importance of resolving conflict multilaterally through the inclusion of victims, offenders, and all other stakeholders
Compassion
A shared value that drives people to help others who are suffering
Mindlessness
A state of reduced attention. It is expressed in behavior that is rigid or thoughtless
Diversity climate
A subcomponent of an organization's overall climate and is defined as the employees' aggregate perceptions about the organization's diversity related formal structure characteristics and informal values
Problem Solving
A systematic process for closing these gaps
Values
Abstract ideals that guide our thinking and behavior across all situations
Job satisfaction
Affective or emotional response toward various facets of your job
Situation Factors
All the elements outside ourselves that influence what we do, the way we do it, and the ultimate results of our actions
Telecommuting
Allows employees to do all or some of their work from home, using advanced telecommunications technology and internet tools to send work electronically from home to the office, and vice versa
Affective Component
An attitude contains our feelings or emotions about a given object or situation
Cognitive Component
An attitude reflects our beliefs or ideas about an object or situation
Intention
An end point or desired goal you want to achieve
Intrinsic motivation
An individual is inspired by "the positive internal feelings that are generated by doing well"
Expectancy
An individual's belief that a particular degree of effort will be followed by a particular level of performance
Intelligence
An individual's capacity for constructive thinking, reasoning, and problem solving
Stereotype
An individual's set of beliefs about the characteristics or attributes of a group
Organizational Behavior
An interdisciplinary field dedicated to understanding and managing people at work
Glass ceiling
An invisible but absolute barrier that prevents women from advancing to higher-level positions
Workplace Attitudes
An outcome of various OB-related processes, including leadership
Implicit cognition
Any thoughts or beliefs that are automatically activated from memory without our conscious awareness
SMART
Applied to goals is an acronym for specific, measurable, attainable, results oriented, and time bound
Proactive Personality
Attribute of someone relatively unconstrained by situational forces and who effects environmental change. Identify opportunities and act on them, show initiative, take action, and persevere until meaningful change occurs
Content theories of motivation
Based on the idea that an employee's needs influence his or her motivation
Interactional Perspective
Behavior is a function of interdependent person and situational factors
Operant behavior
Behavior learned when we operate on the environment to produce designed consequences. Response-Stimulus (R-S)
Internal factors
Behavior within person, such as ability
External Factors
Behavior within the environment, such as a difficult task
Job rotation
Calls for moving employees from one specialized job to another
Withdrawal cognitions
Capture thought process by representing an individual's overall thoughts and feelings about quitting
Hygiene factors
Cause a person to move from a state of no dissatisfaction to dissatisfaction - including company policy and administration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions
Motivating factors
Cause a person to move from a state of no satisfaction to satisfaction
Distinctiveness
Compares a person's behavior on one task with his or her behavior on other tasks
Consensus
Compares an individual's behavior with that of his or her peers
Emotions
Complex, relatively brief responses aimed at a particular target, such as a person, information, experience, or event. They also change psychological and /or physiological states
Self-Transcendence
Concern for the welfare and interests of others
Organizational climate
Consists of employees' perceptions of formal and informal organizational policies, practices, procedures, and routines
Intermittent reinforcement
Consists of reinforcement of some but not all instances of a target behavior
Conscientiousness
Dependable, responsible, achievement-oriented, persistent
Process theories of motivation
Describes how various person factors and situation factors in the organizing framework affect motivation
Need for achievement
Desire to excel, overcome obstacles, solve problems, and rival and surpass others
Need for power
Desire to influence, coach, teach, or encourage others to achieve
Needs for affiliation
Desire to maintain social relationships, be liked, and join groups
Managing diversity
Enables people to perform to their maximum potential
Total rewards
Encompasses not only compensation and benefits, but also personal and professional growth opportunities and a motivating work environment that includes recognition, job design, and work-life balance
Stressors
Environmental characteristics that cause stress
Job involvement
Extent to which an individual is personally engaged in his or her work role
Positive OB
Focuses on positive human characteristics that can be measured, developed, and effectively managed for performance improvement
Ethics
Guides behavior by identifying right, wrong, and the many shades of gray in between
Attentional hyperactivity
Happens when our minds are racing or wandering, resulting in compulsive daydreaming or fantasizing
Counterproductive work behavior (CWB)
Harms other employees, the organization as a whole, and/or organizational stakeholders such as customers and shareholders
Expectancy theory
Holds that people are motivated to behave in ways that produce combinations of expected outcomes
Continuous reinforcement
If every instance of a target is reinforced, than this schedule is in effect
Openness to Change
Independence of thought, action, and feelings and readiness for change
Organizational citizenship behavior (OCB)
Individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization
360-degree feedback
Individuals compare perceptions of their own performance with behaviorally specific (and usually anonymous) performance information from their manager, subordinates, and peers
Positive psychological capital (PsyCap)
Individuals with high levels possess considerable hope, efficacy, resilience, and optimism (HERO)
Feedback
Information about individual or collective performance shared with those in a position to improve the situation
Openness to experience
Intellectual, imaginative, curious, broad-minded
Affirmative action
Intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past
Consistency
Judges whether the individual's performance on a given task is consistent over time
Monitoring performance
Measuring, tracking, or otherwise verifying progress and ultimate outcomes
Job enrichment
Modifies a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement
Bullying
Occurs when an individual experiences a number of negative behaviors repeatedly over a period of time
Discrimination
Occurs when employment decisions about an individual are based on reasons not associated with performance or related to the job
Optimists
Often attribute successes to "personal, permanent, and pervasive causes, and negative events to external, temporary, and situation-specific ones
Voice climate
One in which the employees are encouraged to freely express their opinions and feelings
Schwartz's Second Bipolar Dimension
Openness to change, Conservation
Conservation
Order, self-restriction, preservation of the past, and resistance to change
Attitudes
Our feelings or opinions about people, places, and objects and range from positive to negative
Self-serving bias
Our tendency to take more personal responsibility for success than for failure
Extroversion
Outgoing, talkative, sociable, assertive
Internal locus of control
People who believe they control the events and consequences that affect their lives
Needs
Physiological or psychological deficiencies that arouse behavior
Prosocial behaviors
Positive acts performed without the expectation of anything in return
Signature strengths
Positive human traits that influence thoughts, feelings, and behaviors and provide a sense of fulfillment and meaning
Buffering effect
Positive practices and resources reduce the impact of negative events and stressors
Amplifying effect
Positive practices from one individual result in additional positive practices by others, which spur positivity in others, which generate other positive outcomes
On-ramping
Programs that encourage people to reenter the workforce after a temporary career break
Americans with Disabilities Act
Prohibits discrimination against those with disabilities and requires organizations to reasonably accommodate an individual's disabilities
Job characteristics model
Promote high intrinsic motivation by designing jobs that possess the five core job characteristics Skill variety Task identity Task significance Autonomy Feedback
Learning goal
Promotes enhancing your knowledge or skill
Schwartz's Value Theory
Proposed that broad values motivate our behavior across any context
Motivator-hygiene theory
Proposes that jab satisfaction and dissatisfaction arise from two different sets of factors - satisfaction comes from motivating factors and dissatisfaction from hygiene factors
Self-enhancement
Pursuit of one's own interests and relative success and dominance over others
Job enlargement
Puts more variety into a worker's job by combining specialized tasks of comparable difficulty
Job design
Refers to any set of activities that alter jobs to improve the quality of employee experience and level of productivity
Fundamental attribution bias
Reflects our tendency to attribute another person's behavior to his or her personal characteristics, rather than situation factors
Soft Skills
Relates to human interactions and include both interpersonal skills and personal attributes
Emotional stability
Relaxed, secure, unworried
Idiosyncratic deals
Represent employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development
Job crafting
Represents employees' attempts to proactively shape their work characteristics
Emotion display norms
Rules that dictate which types of emotions are expected and appropriate for their members to show
Value Attainment
Satisfaction results from the perception that a job allows for fulfillment of an individual's important values
Law of effect
Says behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear
Schwartz's First Bipolar Dimension
Self-Transcendence, Self-Enhancement
Big Five Personality Dimensions
Simplify more complex models of personality Extroversion Agreeableness Conscientiousness Emotional Stability Openness to experience
Ethical Dilemmas
Situations with two choices, neither of which resolves the situation in an ethically acceptable manner
Portable Skills
Soft Skills that are relevant in every job, at every level, and throughout your career
Maslow's Need Hierarchy Theory
States that motivation is a function of five basic needs: Physiological Safety Love Esteem Self-actualization
Acquired needs theory
States that three needs - for achievement, affiliation, and power - are the key drivers of employee behavior
Negative reinforcement
Strengthens a desired behavior by contingently withdrawing something displeasing
Positive deviance
Successful performance that dramatically exceeds the norm in a positive direction
Casual attributions
Suspected or inferred causes of behavior
Performance goal
Targets a specific end result
High Levels of Emotional stability
Tend to be relaxed, secure, unworried, and less likely to experience negative emotions under pressure
Scientific management
That kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning
Emotional Intelligence
The ability to monitor your own emotions and those of others, to discriminate amongst them, and to use this information to guide your thinking and actions
Practical Intelligence
The ability to solve everyday problems by utilizing knowledge gained from experience in order to purposefully adapt to, shape, and select environments
Social support
The amount of perceived helpfulness we derive from social relationships
Positivity effect
The attraction of all living systems toward positive energy and away from negative energy, or toward that which is life giving and away from that which is life depleting
Mindfulness
The awareness that emerges through paying attention on purpose, in the present moment, and nonjudgmentally to the unfolding of experience moment by moment
Hope
The belief that the future will be better that the present and that you have some power to make it happen
Forgiveness
The capacity to foster collective abandonment of justified resentment, bitterness, and blame, and , instead, it is the adoption of positive, forward-looking approaches in response to harm or damage
Personality
The combination of stable physical, behavioral, and mental characteristics that gives individuals their unique identities
Well-being
The combined impact of the five elements - Positive emotions, engagement, relationships, meaning, and achievement (PERMA)
Met expectations
The difference between what an individual expects to receive from a job, such a good pay and promotional opportunities, and what she or he actually receives
Voice
The discretionary or formal expression of ideas, opinions, suggestions, or alternative approaches directed to a specific target inside or outside of the organization with the intent to change an objectionable state of affairs and to improve the current functioning of the organization
Intentions
The end point or goal you want to achieve. They drive your behavior
Organizational Commitment
The extent to which an individual identifies with an organization and commits to its goals
Perceived Organizational Support (POS)
The extent to which employees believe their organization values their contributions and genuinely cares about their well-being
Flourishing
The extent to which our lives contain PERMA
Psychological safety
The extent to which people feel free to express their ideas and beliefs without fear of negative consequences
Employee Engagement
The harnessing of organization members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance
Attentional deficit
The inability to focus vividly on an object
Psychological Contracts
The individual's perception about the reciprocal exchange between him- or herself and another party
Person Factors
The infinite characteristics that give individuals their unique identities
Individual differences (IDs)
The many attributes, such as traits and behaviors, that describe each of us as a person
Diversity
The multitude of individual differences and similarities that exist among people
Procedural justice
The perceived fairness of the process and procedures used to make allocation decisions
Distributive justice
The perceived fairness of the way resources and rewards are distributed or allocated
Instrumentality
The perceived relationship between performance and outcomes
Pay for performance
The popular term for monetary incentives that link at least some portion of pay directly to results or accomplishments
Valence
The positive or negative value people place on outcomes
Extrinsic motivation
The potential or actual receipt of external rewards
Organizational practices
The procedures, policies, practices, routines, and the rules that organizations use to get things done
Evaluating performance
The process of comparing performance at some point in time to a previously established expectation or goal
Positive reinforcement
The process of strengthening a behavior by contingently presenting something pleasing
Punishment
The process of weakening behavior through either the contingent presentation of something displeasing or the contingent withdrawal of something positive
Cognitive Dissonance
The psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions
Motivation
The psychological processes "that underlie the direction, intensity, and persistence of behavior or thought"
Interactional justice
The quality of the interpersonal treatment people receive when procedures are implemented
Meaningfulness
The sense of belonging to and serving something that you believe is bigger than the self
Flow
The state of being completely involved in an activity for its own sake
Demographics
The statistical measurements of populations and their qualities (such as age, race, gender, or income) over time
Hard Skills
The technical expertise and knowledge required to do a particular task or job function
Self-determination theory
The three innate needs influence our behavior and well-being - the needs for competence, autonomy, and relatedness
Rumination
The uncontrollable repetitive dwelling on causes, meanings, and implications of negative feelings or events in the past
Behavioral Component
The way we intend or expect to act toward someone or something
Intrinsic rewards
They are self-granted such as psychic rewards
Extrinsic rewards
They come from the environment such as financial, material, and social rewards
Surface-level characteristics
Those that are quickly apparent to interactants, such as race, gender, and age
Deep-level characteristics
Those that take time to emerge in interactions, such as attitudes, opinions, and values
External locus of control
Those who believe their performance is the product of circumstances beyond their immediate control possess
Agreeableness
Trusting, good-natured, cooperative, softhearted
Respondent behavior
Unlearned reflexes or stimulus-response (S-R) connections
Contingency Approach
Using the OB concepts and tools that best suit the situation, instead of trying to rely on "the one best way."
Extinction
Weakening a behavior by ignoring it or making sure it is not reinforced
Virtuousness
What individuals and organizations aspire to be when they are at their very best
Goal specificity
Whether a goal has been quantified
Underemployed
Working at jobs that require less education than they have
Resilient
You have the capacity to consistently bounce back from adversity and to sustain yourself when confronted with challenges
Self-esteem
Your general belief about your own self-worth
Upward spirals of positivity
Your positive behaviors, feelings, and attitudes generate the same in others in a continually reinforcing process
Access-and-legitimacy perspective
recognition that the organization's markets and constituencies are culturally diverse
