MGMT 300 Test 1

Balanced Scorecard (BSC)

A goal-setting and reward system that translates the organization's vision and mission into specific, measurable performance goals related to financial, customer, internal, and learning/growth (i.e., human capital) processes.

Need for Affiliation (nAff)

A learned need in which people seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation.

Need for Achievement (nAch)

A learned need in which people want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success.

Need for Power (nPow)

A learned need in which people want to control environment, including people and material resources, to benefit either themselves (personalized power) or others (socialized power).

Johari Window

A model of mutual understanding that encourages disclosure and feedback to increase our own open area and reduce the blind, hidden, and unknown areas.

Expectancy Theory

A motivation theory based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes.

Four-Drive Theory

A motivation theory based on the innate drives to acquire, bond, comprehend (learn), and defend that incorporates both emotions and rationality.

Maslow's Needs Hierarchy Theory

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

Recency Effect

A perceptual error in which the most recent information dominates our perception of others.

False-Consensus Effect

A perceptual error in which we overestimate the extent to which others have beliefs and characteristics similar to our own.

Primacy Effect

A perceptual error in which we quickly form an opinion of people based on the first information we receive about them.

Halo Effect

A perceptual error whereby our general impression of a person, usually based on one prominent characteristic, colors our perception of other characteristics of that person.

Self-Efficacy

A person's belief that he or she has the ability, motivation, correct role perceptions, and favorable situation to complete a task successfully.

Locus of Control

A person's general belief about the amount of control he or she has over personal life events.

Self-Verification

A person's inherent motivation to confirm and maintain his/her existing self-concept.

Empathy

A person's understanding of and sensitivity to the feelings, thoughts, and situations of others.

Ethical Sensitivity

A personal characteristic that enables people to recognize the presence of an ethical issue and determine its relative importance.

Conscientiousness

A personality dimension describing people who are careful, dependable, and self-disciplined.

Extraversion

A personality dimension describing people who are outgoing, talkative, sociable, and assertive.

Neuroticism

A personality dimension describing people with high levels of anxiety, hostility, depression, and self-consciousness.

Positive Organizational Behavior

A perspective of organizational behavior that focuses on building positive qualities and traits within individuals or institutions as opposed to focusing on what is wrong with them.

High Performance Work Practices (HPWP)

A perspective which holds that effective organizations incorporate several workplace practices that leverage the potential of human capital

Strengths-Based Coaching

A positive organizational behavior approach to coaching and feedback that focuses on building and leveraging the employee's strengths rather than trying to correct his or her weaknesses.

Equity Theory

A theory explaining how people develop perceptions of fairness in the distribution and exchange of resources.

Social Identity Theory

A theory stating that people define themselves by the groups to which the belong or have an emotional attachment.

Contact Hypothesis

A theory stating that the more we interact with someone, the less prejudiced or perceptually biased we will be against the person.

Organizational Behavior Modification

A theory that explains employee behavior in terms of the antecedent conditions and consequences of that behavior.

Social Cognitive Theory

A theory that explains how learning and motivation occur by observing and modeling others as well as by anticipating the consequences of our behavior.

Global Mindset

An individual's ability to perceive, appreciate, and empathize with people from other cultures, and to process complex cross-cultural information.

Myers-Briggs Type Indicator (MBTI)

An instrument designed to measure the elements of Jungian personality theory, particularly preferences regarding perceiving and judging information.

Laboratory Experiment

Any research study in which independent variables and variables outside the researcher's main focus of inquiry can be controlled to some extent.

Presenteeism

Attending scheduled work when one's capacity to perform is significantly diminished by illness or other factors.

Field Surveys

Collect and analyze information in a natural environment.

Deep-Level Diversity

Differences in the psychological characteristics of employees, including personalities, beliefs, values, and attitudes.

Globalization

Economic, social, and cultural connectivity with people in other parts of the world

Observational Research

Generates a wealth of descriptive accounts about the drama of human existence in organizations.

Needs

Goal-directed forces that people experience.

Drives

Hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions to energize individuals.

Employee Engagement

Individual's emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals.

Stakeholders

Individuals, organizations, or other entities that affect, or are affected by, the organization's objectives and actions

Multi-source (360-degree) Feedback

Information about an employee's performance collected from a full circle or people, including subordinates, peers, supervisors, and customers.

Field Survey Disadvantages

It is very difficult to satisfy the conditions for causal conclusions and it is difficult for the researcher to contain their scientific inquiry.

Disadvantages of Laboratory Experiments

Lacks realism, extraneous variables controlled in the lab setting might produce a different effect of the independent variable on the dependent variables, and participants are aware they are being studied.

Multiple Levels of Analysis Anchor

OB events should be understood from three levels of analysis: individual, team, and organization.

Multidisciplinary Anchor

OB should import knowledge from other disciplines, not just create its own knowledge.

Systematic Research Anchor

OB should study organizations using systematic research to produce evidence based management

Contingency Anchor

OB theory should recognize that the effects of actions often vary with the situation.

Advantages of Laboratory Experiments

Offers high degree of control over extraneous variables that would otherwise confound the relationships being studied, independent and dependent variables can be developed more precisely than is possible in a field setting, and independent variables can be distributed evenly among participants.

Schwartz's Values Circumplex

Openness to change, self-transcendence, self-enhancement, conservation

Corporate Social Responsibility

Organizational activities intended to benefit society and the environment beyond the firm's immediate financial interests or legal obligations.

Categorical Thinking

Organizing people and objects into preconceived categories that are stored in our long-term memory.

Distributive Justice

Perceived fairness in the individual's ratio of outcomes to contributions compared with another's ratio of outcomes to contributions.

Procedural Justice

Perceived fairness of the procedures used to decide the distribution of resources.

Four Types of Consequences

Positive reinforcement, punishment, negative reinforcement, extinction

Self-Reinforcement

Reinforcement that occurs when an employee has control over a reinforcer but doesn't 'take' it until completing a self-set goal.

Values

Relatively stable, evaluative beliefs that guide a person's preferences for outcomes or courses of action in a variety of situations.

Anchors of Organizational Behavior

Systematic research anchor, multidisciplinary anchor, contingency anchor, multiple levels of analysis anchor

Five-Factor Model (FFM)

The abstract dimensions representing most personality traits: conscientiousness, emotional stability, openness to experience, agreeableness, and extroversion.

Work-Life Balance

The degree to which a person minimizes conflict between work and non-work demands.

Moral Intensity

The degree to which an issue demands the application of ethical principles

Self-Esteem

The extent to which people like, respect, and are satisfied with themselves - represents a global self-evaluation.

Individualism

The extent to which we value independence and personal uniqueness

Collectivism

The extent to which we value our duty to groups to which we belong and to group harmony

Surface-Level Diversity

The observable demographic or physiological differences in people, such as their race, ethnicity, gender, age, and physical disabilities.

Attribution Process

The perceptual process of deciding whether an observed behavior or event is caused largely by internal or external factors.

Self-Fulfilling Prophecy

The perpetual process in which our expectations about another person cause that person to act more consistently with those expectations.

Evidence Based Management

The practice of making decisions and taking actions based on research evidence.

Stereotyping

The process of assigning traits to people based on their membership in a social category.

Selective Attention

The process of attending to some information received by our senses and ignoring other information.

Goal-Setting

The process of motivating employees and clarifying their role perceptions by establishing performance objectives.

Perception

The process of receiving information about and making sense of the world around us.

Confirmation Bias

The process of screening out information that is contrary to our values and assumptions and to more readily accept confirming information.

Personality

The relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics.

Ethics

The study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad.

Self-Serving Bias

The tendency to attribute our favorable outcomes to internal factors and our failures to external factors.

Fundamental Attribution Error

The tendency to see the person rather than the situation as the main cause of that person's behavior.

E --> P Expectancies

To increase the belief that employees are capable or performing the job successfully.

Outcome Values

To increase the expected value of outcomes resulting from desired performance.

Three Ethical Principals

Utilitarianism, individual rights, distributive justice

Field Survey Advantages

Variables often have a more powerful effect than they would in laboratory experiment and the researcher can study many variables simultaneously.

Mental Models

Visual or relational images in our mind representing the external world.

Virtual Work

Work performed away from the traditional physical workplace by using information technology.

P --> O Expectancies

to increase the belief that good performance will result in certain (valued) outcomes.