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.