Management Chapter 11 12 8
self-fufilling prophecy
(Known as Pygmalion effect) describes the phenomenon in which people's expectations of themselves or others lead them to behave in ways that makes those expectations come true
hierarchy of authority
(Known as chain of command) control mechanism for making sure the right people do the right things at the right time
Span of control
(Known as span of management) refers to the number of people reporting directly to a given manager
Division of labor
(Known as work specialization) the arrangement of having discrete parts of a task done by different people
voice
Employees' upward expression of challenging but constructive opinions, concerns, or ideas on work-related issues to their managers
Equity Theory
Focuses on employee perceptions as how fairly they think they are being treated compared to others
Line managers
Have authority to make decisions and usually have people reporting to them
Employee Assistance Program (EAP)
Includes a host of programs that help employees cope with any general problem that negatively influences job performance
Organizational behavior (OB)
Interdisciplinary field dedicated to better understanding and managing people at work
Accountability
Managers must report and justify work results to the managers above them
matrix structure
Organization combines functional and divisional chains of command in a grid so that there are two command structures - vertical and horizontal
flat organization
Organizational structure with few or no levels of middle management between top managers and those reporting to them
corporate culture
Set of shared taken-forgranted implicit assumptions that group holds and that determines how it perceives, thinks about, and reacts to its various environments
Roles
Sets of behaviors that people expect of occupants of a position
modular structure
Seventh type of organizational structure, in which a firm assembles product chunks, or modules, provided by outside contractors
Organization
System of consciously coordinated activities or forces of two or more people
Differentiation
Tendency of the parts of an organization to disperse and fragment
Integration
Tendency of the parts of an organization to draw together to achieve a common purpose
Job design
The division of an organization's work among its employees and the application of motivational theories to jobs to increase satisfaction
person-organization (PO) fit
The extent to which your personality and values match the climate and culture of an organization
simple structure
The first type of organizational structure, whereby an organization has authority centralized in a single person, as well as a flat hierarchy, few rules, and low work specialization
attitude
a learned predisposition toward a given object
rites and rituals
activities/ceremonies, planned or unplanned, that celebrate important occasions/accomplishments in the organizations life
employee engagement
an individual's involvement, satisfaction, and enthusiasm for work
Reinforcement
anything that causes a given behavior to be repeated or inhibited
Punishment
application of negative consequences to stop or change undesirable behavior
law of effect
behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear
Expectancy
belief that a particular level of effort will lead to a particular level of performance
organization chart
boxes-and-lines illustration showing chain of formal authority and division of labor
Bonuses
cash awards given to employees who achieve specific performance objectives
learned helplessness
debilitating lack of faith in one's ability to control one's environment
Piece rate
employees are paid according to how much output they produce
work-life benefits
employer-sponsored benefit programs or initiatives designed to help all employees balance work life with home life
Instrumentality
expectation that successful performance of the task will lead to the desired outcome
espoused values
explicitly stated values and norms preferred by an organization
self-monitoring
extent to which people are able to observe their own behavior and adapt it to external situations
Big Five Personality Dimensions
extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience
Hygiene factors
factors associated with job dissatisfaction - such as salary, working conditions, interpersonal relationships, and company policy - which affect the job context or environment in which people work
geographic divisions
group activities around defined regional locations
locus of control
indicates how much people believe they control their fate through their own efforts
Valence
is value, the importance a worker assigns to the possible outcome or reward
self-determination theory
people are driven to try and grow and attain fulfillment, with their behavior, and well-being influenced by three innate needs: competence, autonomy, and relatedness
self-serving bias
people tend to take more personal responsibility for success than for failure
Needs
physiological or psychological deficiencies that arouse behavior
perception
process of interpreting and understanding one's environment
Interactional Justice
quality of the interpersonal treatment people receive when procedures are implemented
negative reinforcement
removal of unpleasant consequences following a desired behavior
enacted values
represent the values and norms actually exhibited in the organization
diversity
represents all the ways people are unlike and alike- the differences and similarities in age, gender, race, religion, ethnicity, sexual orientation, capabilities, and socioeconomic background
flourishing
represents the extent to which our lives contain PERMA (positive emotions, engagement, relationships, meaning, achievement)
sales commission
sales representatives are paid a percentage of the earnings the company made from their sales
proactive personality
someone who is more apt to take initiative and persevere to influence the environment
Burnout
state of emotional, mental, and even physical exhaustion, expressed as listlessness, indifference, or frustration.
recency effect
tendency to remember recent information better than earlier information
casual attribution
the activity of inferring causes for observed behavior
profit sharing
the distribution to employees of a percentage of the company's profits
Self-esteem
the extent to which people like or dislike themselves, their overall self-evaluation
job satisfaction
the extent to which you feel positive or negative about various aspects of your work
internal dimensions of diversity
those human differences that exert a powerful, sustained effect throughout every stage of our lives: gender, age, ethnicity, race, sexual orientation and physical abilities
counterproductive work behaviors (CWB)
types of behavior that harm employees and the organization as a whole
positive reinforcement
use of positive consequences to encourage desirable behavior
absenteeism
when an employee doesn't show up for work
Organizational culture
(Known as corporate culture) system of shared beliefs and values that develops within an organization and guides the behavior of its members
halo effect
(Known as horn-and-halo effect) we form an impression of an individual based on a single trait
behavioral component of an attitude
(Known as intentional component) refers to how one intends or expects to behave toward a situation.
Staff personnel
Staff with advisory functions; they provide advice, recommendations, and research to line managers
Acquired-needs theory
States that three needs- achievement, affiliation, and power- are major motives determining people's behavior in the workplace (developed by David McClelland)
self-efficacy
The belief in one's personal ability to do a task
well-being
The combined impact of five elements-positive emotions, engagement, relationships, meaning, and achievement (PERMA)
Coordinated effort
The coordination of individual efforts into a group or organization-wide effort
Unity of command
The management principle that each person should report to only one manager in order to prevent conflicting priorities ( stressed by early management scholars
organizational socialization
The process by which people learn the values, norms, and required behaviors that permit them to participate as members of an organization
functional structure
The second type of organizational structure, whereby people with similar occupational specialties are put together in formal groups
meaningfullness
The sense of "belonging to and serving something that you believe is bigger than the self"
divisional structure
The third type of organizational structure, whereby people with diverse occupational specialties are put together in formal groups according to products and/or services, customers and/or clients, or geographic regions
Organizational citizenship behaviors
Those employee behaviors that are not directly part of employee's job descriptions and that exceed their work-role requirements
pay for performance
(Known as merit pay) bases pay on one's results
motivating factors
(Known as motivators) factors associated with job satisfaction- such as achievement, recognition, responsibility, and advancement - all of which affect the job content or rewards of work performance
content perspectives
(Known as need-based perspectives) theories that emphasize the needs that motivate people
hollow structure
(Known as network structure) the organization has a central core of key functions and outsources other functions to vendors who can do them cheaper or faster
pay for knowledge
(Known as skill-based pay) ties employee pay to the number of job-relevant skills or academic degrees they earn
Market culture
Type of organizational culture that has a strong external focus and values stability and control
adhocracy culture
Type of organizational culture that has an external focus and values flexibility
clan culture
Type of organizational culture that has an internal focus and values flexibility rather than stability and control
hierarchy culture
Type of organizational culture that has an internal focus and values stability and control over flexibility
Extinction
Withholding or withdrawing of positive rewards for desirable behavior, so that the behavior is less likely to occur in the future
mechanistic organization
authority is centralized, tasks and rules are clearly specified and employees are closely supervised
stock options
certain employees are given the right to buy stock at a future date for a discounted price
process perspectives
concerned with the thought processes by which people decide how to act
cognitive component of an attitude
consists of the beliefs and knowledge one has about a situation
affective component of an attitude
consists of the feelings or emotions one has about a situation
organizational structure
formal system of task, power, and reporting relationships that coordinates and motivates an organizations members so that they can work together to achieve the organizations goals
extrinsic reward
the payoff, such as money, a person receives from others for performing a particular task
Distributive Justice
the perceived fairness of how resources and rewards are distributed
procedural justice
the perceived fairness of the process and procedures used to make allocation decisions
scientific management
the process of reducing the number of tasks a worker performs
Gainsharing
Distribution of savings or "gains" to groups of employees who reduced costs and increased measurable productivity
customer divisions
Divisional structures in which activities are grouped around common customers or clients
boundaryless organization
A fluid, highly adaptive organization whose members, linked by information technology, come together to collaborate on common tasks. Collaborators can include coworkers, suppliers, customers and competitors
Common purpose
A goal that unifies employees or members and gives everyone an understanding of the organization's reason for being
glass ceiling
A metaphor for an invisible barrier prevents women and minorities from being promoted to top executive jobs
Story
A narrative based on true events, which is repeated—and sometimes embellished upon—to emphasize a particular value
Buffers
Administrative changes that managers can make to reduce the stressors that lead to employee burnout
virtual structure
An organization whose members are geographically apart, usually working with e-mail, collaborative computing, and other computer connections
Horizontal design
Arrangement in which teams or workgroups, either temporary or permanent, are used to improve collaboration and work on shared tasks by breaking down internal boundaries
reinforcement theory
Attempts to explain behavior by suggesting that behavior with positive consequences tends to be repeated whereas behavior with negative consequences tends not to be repeated
organic organization
Authority is decentralized, there are fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks
Ethnocentrism
Belief that one's native country, culture, language, abilities, or behavior is superior to those of another culture.
job enrichment
Consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement
Job Characteristics Model
Consists of five core job characteristics that affect three critical psychological states of an employee that in turn affect work outcomes- the employee's motivation, performance and satisfaction
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
Organizational design
Creating the optimal structures of accountability and responsibility that an organization uses to execute its strategies
Expectancy Theory
People are motivated by two things: how much they want something, and how likely they think they are to get it
Fundamental attribution bias
People attribute another person's behavior to his or her personal characteristics rather than to situational factors
Hero
Person whose accomplishments embody the values of the organization
Delegation
Process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy
Contingency design
Process of fitting the organization to its environment
Job simplification
Process of reducing the number of tasks a worker performs
Onboarding
Programs help employees to integrate and transition to new jobs by making them familiar with corporate policies, procedures, culture and politics by clarifying work-role expectations and responsibilities
Holistic wellness programs
Programs that focus on self-responsibility, nutritional and environmental awareness, relaxation techniques and physical fitness
Americans with Disabilities Act (ADA)
Prohibits discrimination against the disabled and requires organizations to reasonably accommodate an individual's disabilities
two-factor theory
Proposed that work satisfaction and dissatisfaction arise from two different factors- work satisfaction from so-called motivating factors, and work dissatisfaction from so-called hygiene factors (developed by Frederick Herzberg)
Hierarchy of needs theory
Proposes that people are motivated by five levels of needs: physiological, safety, belongingness, esteem and self-actualization (developed by Abraham Maslow)
Motivation
Psychological processes that arouse and direct goal-directed behavior
Authority
Refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources
Organization commitment
Reflects the extent to which an employee identifies with an organization and is committed to its goals
intrinsic reward
Satisfaction, such as a feeling of accomplishment, a person receives from performing a particular task itself
emotional intelligence
Describes the ability to cope, empathize with others, and be self-motivated
cognitive dissonance
Describes the psychological discomfort a person experiences between his or her cognitive attitudes and incompatible behavior
product divisions
Divisional structures in which activities are grouped around similar products or services
external dimensions of diversity
Includes an element of choice; they consist of the personal characteristics that people acquire, discard, or modify throughout their lives
Goal-setting theory
Motivation theory stating that individuals will be motivated when objectives are specific and challenging but achievable
ERG theory
Motivation theory that states individuals are motivated based on existence, relatedness, and growth needs
Symbol
Object, act, quality or event that conveys meaning to others
Responsibility
Obligation you have to perform the tasks assigned to you
Behavior
One's actions and judgements
decentralized authority
Organizational structure in which important decisions are made by middle-level and supervisory-level managers—power is delegated throughout the organization
centralized authority
Organizational structure in which important decisions are made by upper managers—power is concentrated at the top