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