MGT 417 EXAM 1

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.

3 stop approach

1. Define the Problem 2. Identify Potential Causes Using OB Concepts and Theories 3. Make Recommendations and (if appropriate) Take Action.

4 key components of emotional intelligence

1. Self-awareness 2. Self-management 3. Social awareness 4. Relationship management

Self-enhancement

Concern for the welfare and interests of others

Openness to Change

Independence of thought, action, and feelings and readiness for change

Conservation

Order, self-restriction, preservation of the past, and resistance to change.

Self-transcendence

Pursuit of one's own interests and relative success and dominance over others

Relatedness Needs:

This is the desire to feel part of a group, to belong, and to be connected with others.

Competence needs:

This is the desire to feel qualified, knowledgeable, and capable to complete an act, task, or goal

Autonomy Needs:

This is the desire to have freedom and discretion in determining what you want to do and how you want to do it

The slippery slop

We are less able to see others unethical behavior when it develops gradually

Overvaluing outcomes

We give a pass to unethical behavior if the outcome is good.

Motivated Blindness

We overlook the unethical behavior of another when its in our interest to remain ignorant

deliberate practice

a demanding, repetitive, and assisted program to improve one's performance

Problem

a difference or gap between an actual and a desired situation

Equity Theory

a model of motivation tat explains how people strive for fairness and justice in social exchanges or give-and-take relationships.

Interpersonal skills (examples)

active listening, positive attitudes, and effective communication

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

Values

are abstract ideals that guide one's thinking and behavior across all situations

Workplace Attitudes

are an outcome of various OB-related processes, including leadership

Emotions

are complex, relatively brief responses aimed at a particular target, such as a person, information, experience, event, or nonevent. They are also change psychological and/or physiological states.

Needs

are defined as physiological or psychological deficiencies that arouse behavior

stressors

are environmental characteristics that cause stress

Needs

are physiological deficiencies that arouse behavior

Hard Skills

are the technical expertise and knowledge to do a particular task or job function

Self-determination Theory

assumes that three innate needs influence our behavior and well-being-competence, autonomy, and relatedness

Process of theories motivation

attempt to describe how various person factors and environmental factors in the integrative framework affect motivation

Personal attributes (examples)

attitudes, personality, teamwork, leadership

Job rotation

calls for moving employees from one specialized job to another

Contingency approach

calls for using OB concepts and tools as situationally appropriate, instead of trying to rely on "one best way"

hygiene factors

company policy and administration, technical supervision, salary, interpersonal relations with one's supervisor, and working conditions.

Environmental Characteristics

consist of all the elements outside of ourselves that influence what we do, how we do it, and the ultimate results of our actions

Flextime

consists of giving employees flexible work hours that allow people to come and go at different times, as long as they work the normal number of hours.

Affective component

contains the feelings or emotions one has about a given object

Organizational behavior (OB)

describes an interdisciplinary field dedicated to understanding and managing people at work.

Voice

employees' upward expression of challenging but constructive opinions, concerns, or ideas on work-related issues to their managers"

Withdrawal cognitions

encapsulate this thought process by representing an individual's overall thoughts and feelings about quitting.

Onboarding

help employees to intefrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics by clarifying work-role expectations and responsibilities

Expectancy theory

holds that people are motivated to behave in ways that produce desired combinations of expected outcomes

behavioral component

how one intends or expects to act toward someone or something

Motivating factors or motivators

including achievement, recognition, characteristics of the work, responsibility, and advancement

Job enlargement

involves putting more variety into a worker's job by combining specialized tasks of comparable difficulty

proactive personality

is "someone who is relatively unconstrained by situational foces and who affects environmental change.

individual differences (ID's)

is a broad category used to collectively describe the vast number of attributes that describe you as a person.

Theory Y

is a modern and positive set of assumptions about people at work: that they are self-engaged, committed, responsible, and creative.

Self-efficacy

is a person's belief about his or her chances of successfully accomplishing a specific task

Theory X

is a pessimistic view of employees: that they dislike work, must be monitored, and can only be motivated with rewards and punishment.

Locus of control

is a relatively stable personality trait that describes how much personal responsibility you take for your behavior and its consequences.

problem solving

is a systematic process of closing these gaps

Job satisfaction

is an affective or emotional response toward various facets of ones job

Ethics

is concerned with behavior-right versus wrong, good versus bad, and the many shades of gray in between.

Job crafting

is defined as "the physical and cognitive changes individuals make in the task or relational boundaries of their work"

Organizational citizenship behavior (OCB)

is defined as '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.

personality

is defined as the combination of stable physical, behavioral, and mental characteristics that give individuals their unique identities

Procedural justice

is defined as the perceived fairness of the process and procedures used to make allocation decisions

Instrumentality

is how an individual perceives the movement from performance to outcome

emotional intelligence

is the ability to monitor your own emotions and those of others, to discriminate among them, and to use this information to guide your thing and actions.

Practical intelligence

is the ability to solve everyday problems by utilizing knowledge gained from experience in order to purposefully adapt to, shape, and select environments.

Human Capital

is the productive potential of an individual's knowledge, skills, and abilities

Social Capital

is the productive potential resulting from relationships, goodwill, trust, and cooperative effort

Job Characteristic model

is to promote high intrinsic motivation by designing jobs that possess the five core job characteristics.

Self-Esteem

is your general belief about your own self-worth

Job Design

job redesign or work design, "refers to any set of activities that involve the alteration of specific jobs or interdependent systems of jobs with the intent of improving the quality of employee job experience and their on-the-job productivity

Job enrichment

modifying a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement

Portable Skills

more or less relevant in every job, at every level, and throughout your career.

Intrinsic Motivation

occurs when an individual is "turned on to one's work because of the positive internal feelings that are generated by doing well

Four key workplace attitudes

organizational commitment, employee engangement, perceived organizational support, job satisfaction

Internal locus of control

people who believe they control the events and consequences that affect their lives are said to possess this

Herzberg's Motivator-Hygiene Theory:

proposes that job satisfaction and dissatisfaction arise from two different sets of factors- satisfaction comes form motivating factors and dissatisfaction from hygiene factors.

Valence

refers to the positive or negative value people place on outcomes

Goal specificity

refers to the quantifiability of a goal

Cognitive component

reflects the beliefs or ideas one has about or situations

Organizational Commitment

reflects the extent to which an individual identifies with an organization and commits to its goals

Perceived Organizational support (POS)

reflects the extent to which employees believe their organization values their contributions and genuinely cares about their well-being

Distributive justice

reflects the perceived fairness of how resources and rewards are distributed or allocated

Soft Skills

relate to our human interactions and include both interpersonal skills and personal attributes

Interactional Justice

relates to the "quality of the interpersonal treatment people receive when procedures are implemented.

Idiosyncratic deals (I-deals)

represent "employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development

Core self-evaluations (CSE's)

represent a broad personality trait comprised of four narrower and positive individual traits: 1. generalized self- efficacy 2. Self-esteem 3. locus of control 4. emotional stability

Psychological contracts

represent an individual's perception about the terms and conditions of a reciprocal exchange between him- or herself and another party

Attitudes

represent our feelings or opinions about people, places, and objects, and range from positive to negative

Met expectations

represent the difference between what an individual expects to receive from a job, such as good pay and promotional opportunities, and what she or he actually receives

Person Factors

represent the infinite number of characteristics that give individuals their unique identities

Expectancy:

represents an individual's belief that a particular degree of effort will be followed by a particular level of performance

intelligence

represents an individuals capacity for constructive thinking, reasoning, and problem solving

Counterproductive work behavior (CWB)

represents behavior that harms other employees, the organization as a whole, or organizational stakeholders such as customers and shareholders

Job involvement

represents the extent to which an individual is personally involved with his or her work role

Cognitive Dissonance

represents the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions.

Extrinsic Motivation

results from the potential or actual receipt of extrinsic rewards

Content theories of motivation

revolve around the notion that an employee's needs influence motivation

emotion display norms

rules that dictate which types of emotions are expected and appropriate for their members to show

Value attainment

satisfaction results form the perception that a job allows for fulfillment of an individuals important values

Interactional Perspective

states that behavior is a function of interdependent person and environmental factors

Maslows need hierarchy theory

states that motivation is a function of five basic needs: physiological, safety, love, esteem, and self- actualization

McClelland acquired needs theory

states that three needs- achievement, affiliation, and power-are the key drivers of employee behavior

emotional stability

tend to be relaxed, secure, unworried, and less likely to experience negative emotions under pressure

Need for Achievement

the desire to excel, overcome obstacles, solve problems, and rival and surpass others

Need for power

the desire to influence, coach, teach, or encourage others to achieve

Need for Affiliation

the desire to maintain social relationships, to be liked, and to join groups

Employee engagement

the harnessing of organization members' selves to their work roles

Motivation

the psychological processes "that underlie the direction, intensity, and persistence of behavior or thought"

Big Five Personality Dimensions

these are five basic dimensions that simplify more complex models of personality: extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience

external locus of control

those who believe their performance is the product of circumstances beyond their immediate control possess this

indirect blindness

we hold others less accountable for unethical behavior when its carried out through third parties

Ill conceived goals

we set goals and incentives to promote a desired behavior, but they encourage a negative one.