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