ML exam 3
five core job characteristics
1. skill variety 2. task identity 3. task significance 4. autonomy 5. feedback
five distortions in perception
1. stereotyping 2. implicit bias 3. halo effect 4. recency effect 5. casual attribution
why are norms enforced
1. to help the group survive 2. to clarify role expectations 3. to help individuals avoid embarrassing situations 4. to emphasize the group's important values and identity
affective component of attitude
A person's feelings or emotions about an object, person, or event. "I feel"
content perspectives
Also known as need-based perspectives; theories that emphasize the needs that motivate people
team processes
Are "members' independent acts that convert inputs to outcomes through cognitive, verbal, and behavioral activities directed toward organizing task work to achieve collective goals."
Two kinds of task-oriented leadership behaviors
Initiating structure leadership Transactional leadership
organizational citizenship behaviors
Behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage
cognitive component of attitude
Beliefs or knowledge about a specific object of interest. 'I belive"
soft tactics
Friendly tactics—rational persuasion, inspirational appeals, consultation, ingratiate in, and personal appeals.
bernard bass and bruce avolio
Full Range Leadership
two situational approaches
(1) the contingency leadership model by Fiedler and (2) the path-goal leadership model by House.
four basic skills for leaders
1. cognitive abilities 2. interpersonal skills 3. business skills 4. conceptual skills
the hygiene factors are
Lower level needs
medium
Material through which a wave travels
core self-evaluation
Represents a broad personality trait comprising four positive individual traits: (1) self-efficacy, (2) self-esteem, (3) locus of control, and (4) emotional stability
laissez-faire leadership
a form of "leadership" characterized by a general failure to take responsibility for leading, found more in men
attitude
a learned predisposition to respond to an object or class of objects in a consistently favorable or unfavorable way
equity theory
a model of motivation that explains how people strive for fairness and justice in social exchange or give-tand-take relationships
linguistic style
a person's characteristic speaking patterns
team reflexivity
a process in which team members collectively reflect on the team's objectives, strategies, and processes and adapt accordingly
values
abstract ideals that guide one's thinking and behavior across all situations
what are the three components of attitudes
affective, cognitive, and behavioral
reinforcement
anything that causes a certain behavior to be repeated or inhibited
hygiene factors
are factors that are associated with job dissatisfaction like salary, working conditions, interpersonal relationships, and company policy
Self-determination theory
assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three innate needs: competence, autonomy, and relatedness
behavioral leadership approaches
attempt to determine the unique behaviors displayed by effective leaders
trait approaches to leadership
attempt to identify distinctive characteristics that account for the effectiveness of leaders
Reinforcement theory
attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated
_______ are beliefs and feelings that are directed toward specific objects, people, or events
attitudes
implicit bias
attitudes or beliefs that affect our understanding, actions, and decisions in an unconscious manner
pay for performance
bases pay on one's results
situational approach
behavior is determined largely by the situation or environment
global mindset-
belief in your ability to influence dissimilar others in a global context
expectancy
belief that a particular level of effort will lead to a particular level of performance
job enrichment
building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement
stock options
certain employees are given the right to buy stock at a future date for a discounted price
leadership is about coping with
change
equity theory is based on
cognitive dissonance
management is about coping with
complexity
process perspectives
concerned with the thought processes by which people decide how to act
role conflict
conflict among the roles connected to two or more statuses
dysfunctional conflict
conflict that hinders group performance
functional conflict
conflict that supports the goals of the group and improves its performance
norming
conflicts are resolved, close relationships develop, and unity and harmony emerge
task role
consists of behavior that concentrates on getting the team's tasks done
job enlargement
consists of increasing the number of tasks in a job to increase variety and motivation
personality
consists of the stable psychological traits and behavioral attributes that give a person his or her identity
four major perspective on motivation
content, process, job design, reinforcement
expectancy theory
deciding how much effort to exert in a specific task situation
self-fulfilling prophecy
describes the phenomenon in which people's expectations of themselves or others lead them to behave in ways that make those expectations come true
programmed conflict
designed to elicit different opinions without inciting people's personal feelings
contingency leadership model
determines if a leader's style is task oriented or relationship-oriented and if that style is effective for the situation at hand
machiavellianism
displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles
content theory
emphasize the needs that motivate people
leader-member exchange model of leadership
emphasizes that leaders have different sorts of relationships with different subordinates
three types of attitudes managers are interested in
employee engagement, job satisfaction, and organizational commitment
piece rate
employees are paid according to how much output they produce
psychological empowerment
employees' belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their perceived autonomy in their work
hard tactics
exert more overt pressure
victor vroom
expectancy theory
the three elements of expectancy theory
expectancy, instrumentality, valence
external loss of control
external forces controls you
The big 5 personality dimensions
extroversion, agreeableness, conscientiousness, emotional stability, openness to experience
job design theories
focus on designing jobs that lead to employee satisfaction and performance
process theories
focus on the thoughts and perception that motivate behavior
servant-leadership
focuses on increased service to others rather than to oneself
transactional leadership
focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance
passive leadership
form of leadership behavior characterized by a lack of leadership skills
halo effect
forming an impression of an individual based on a single trait
Edwin Locke and Gary Latham
goal setting theory
stretch goals
goals beyond what they actually expect to achieve
formal aspects of an organization
goals, policies, hierarchy, structure
role overload
having more work to accomplish than time permits
When does task-oriented style work best?
high control or low control situations
motivating factors are
higher level needs
conscientiousness
how dependable, responsible, achievement-oriented, and persistent one is
openness to experience
how intellectual, imaginative, curious, and broad-minded one is
extroversion
how outgoing, talkative, sociable, and assertive a person is
emotional stability
how relaxed, secure, and unworried one is
agreeableness
how trusting, good-natured, cooperative, and soft-hearted one is
external dimensions of diversity
include an element of choice; they consist of the personal characteristics that people acquire, discard, or modify throughout their lives. they are the secondary dimensions of diversity
locus of control
indicates how much people believe they control their fate through their own efforts
media richness
indicates how well a particular medium conveys information and promotes learning
what areas does OB look at
individual behavior and group behavior
transformational leaders are influenced by two factors
individual characteristics and organizational culture
what are the key elements of equity theory
inputs, outputs, and comparisons
behavioral component of attitude
intentional component, how one intends or expects to behave toward a situation "I intend"
personality conflict
interpersonal opposition based on personal dislike or disagreement
reinforcement thoery
is based on the notion that motivation is a function of behavioral consequences and not unmet needs
referent power
is power deriving from one's personal attraction
expert power
is power resulting from one's specialized information or expertise
valence
is value, the importance a worker assigns to the possible outcome or reward
psychopathy
lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopaths actions harm others
consideration
leader behavior that is concerned with group members' needs and desires and that is directed at creating mutual respect or trust
initiating-structure leadership
leader behavior that organizes and defines—that is, "initiates the structure for"—what employees should be doing to maximize output
George green and Fred Dansereau
leader-member exchange (LMX) model of leadership
three dimensions of situational control
leader-member relations, task structure, position power
when does relationship-oriented control work best
moderate conrol
receiver barrier
no message gets received
sender barrier
no message gets sent
contextual factors of motivation
organizational culture, cross-cultural values, physical environment, rewards and reinforcement, group norms, communication technology, leader behavior, organizational design
team charter
outlines how a team will manage teamwork activities
fundamental attribution bias
people attribute another person's behavior to his or her personal characteristics rather than to situational factors
self serving bias
people tend to take more personal responsibility for success than for failure
procedural justice
perceived fairness of the process used to determine the distribution of rewards
punctuated equilibrium
periods of stable functioning until an event causes a dramatic changes in norms, roles, and or objectives
personal factors of motivation
personality, ability, core self-evaluations, emotions, attitudes, needs
layers of the diversity wheel
personality, internal dimensions, external dimensions, and organizational dimensions
personalized power
power directed at helping oneself
socialized power
power directed at helping others
Relationship-oriented leadership
primarily concerned with the leader's interactions with his or her people
dialectic method
process of having two people or groups play opposing roles in a debate in order to better understand a proposal
perception
process of interpreting and understanding one's environment
negative reinforcement
process of strengthening a behavior by withdrawing something negative
punishment
process of weakening behavior by presenting something negative or withdrawing something positive
two factor theory
proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from motivating factors and work dissatisfaction from hygiene factors
team voice
reflects the extent to which team members feel free to engage in the expression of constructive opinions, concerns, or ideas about work-related issues
distributive justice
reflects the perceived fairness of how resources and rewards are distributed or allocated
interactional justice
relates to the quality of the interpersonal treatment people receive when procedures are implemented
maintenance role
relationship-oriented role, consists of behavior that fosters constructive relationships among team members
centralized self-efficacy
represents "individuals" preception of their ability to perform across a variety or different situations
ethical leadership
represents normatively appropriate behavior that focuses on being a moral role model
empowering leadership
represents the extent to which a leader creates perceptions of psychological empowerment in others
sales commission
sales representatives are paid a percentage of the earnings the company made from their sales
law of effect
says behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear
learning goal orientation
sees goals as a way of developing competence through the acquisition of new skills
performance goal orientation
sees them as a way of demonstrating and validating a competence we already have by seeking the approval of others
four steps of the perceptual process
selective attention, interpretation and evaluation, storing in memory, and retrieving from memory to make judgments and decisions
the traits of emotional intelligence
self-awareness, self-management, social awareness, relationship management
acquired needs theory
states that three needs - achievement, affiliation, and power - are major motives determining people's behavior in the workplace
goal setting theory
suggests that employees can be motivated by goals that are specific and challenging but achievable
full range leadership
suggests that leadership behavior varies along a full range of leadership styles, from passive leadership at one extreme, through transactional leadership, to transformational leadership at the other extreme
four categories of leader behavior
task-oriented relationship-oriented passive transformational
recency effect
tendency to remember recent information better than earlier information
emotional intelligence
the ability to monitor your and others feelings and to use this information to guide your thinking and actions
casual attribution
the activity of inferring causes for observed behavior
self-efficacy
the belief in ones personal ability to do a task
the richer the medium is
the better it is at conveying information
medium barrier
the communication channel is blocked
learned helplessness
the debilitating lack of faith in your ability to control your environment
gainsharing
the distribution of savings or "gains" to groups of employees who reduced costs and increased measurable productivity
profit sharing
the distribution to employees of a percentage of the company's profits
path-goal leadership
the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support
instrumentality
the expectation that successful performance of the task will lead to the outcome desired
self-esteem
the extent to which people like or dislike themselves, their overall self-evaluation
employee engagement
the mental state in which a person performing a work activity is full immersed in the activity, feeling full of energy and enthusiasm for the work
encoding barrier
the message is not expressed correctly
active listening
the process of actively decoding and interpreting verbal messages
devil's advocacy
the process of assigning someone to play the role of critic
managerial leadership
the process of influencing others to understand and agree about what needs to be done and the process of facilitating individual and collective efforts to accomplish shared objectives
scientific management
the process of reducing the number of tasks a worker performs
motivation
the psychological processes that arouse and direct goal-directed behavior
feedback barrier
the recipient doesn't respond enough
decoding barrier
the recipient doesn't understand the message
storming
the second stage of development, characterized by conflict and disagreement, in which team members disagree over what the team should do and how it should do it
stereotyping
the tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongs
positive reinforcement
the use of positive consequences to strengthen a particular behavior
type A behavior pattern
they are involved in a chronic, determined struggle to accomplish more in less time
internal dimensions of diversity
those human differences that exert a powerful, sustained effect throughout every stage of our lives, they are the primary dimensions of diversity because they are not within our control
pay for knowledge
ties employee pay to the number of job-relevant skills or academic degrees they earn
cognitive dissonance
to describe the psychological discomfort a person experiences between his or her cognitive attitude and incompatible behavior
task-oriented leadership behaviors
to ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization
transformational leadership
transforms employees to pursue organizational goals over self-interests
Frederick Herzberg
two-factor theory
crowdsourcing
using the internet and social media to enlist a group outside the organization for help solving a problem
cyberloafing
using the internet at work for personal use
_________ tend be to consistent both over time and over related situations
values
informal goals of an orgnazation
values, attitudes, personalities, perception, conflicts, and culture
McClelland belives what
we are not born with our needs, rather we learn them from culture and life experiences
extinction
weakening of behavior by ignoring it or making sure it is not reinforced
role ambiguity
when role expectations are not clearly understood
reward power
which all managers have, is power that results from managers' authority to reward their subordinates
legitimate power
which all managers have, is power that results from managers' formal positions within the organization
coercive power
which all managers have, results from managers' authority to punish their subordinates
organizational behavior
which is dedicated to better understanding and managing people at work
charismatic leadership
which was assumed to be an individual inspirational and motivational characteristic of particular leaders
internal loss of control
you have control of your own destiny
motivating factors
Factors associated with job satisfaction—such as achievement, recognition, responsibility, and advancement—all of which affect the job content or the rewards of work performance