Study Guide for MGT 110 Test 3: Chapters 5, 11, 13

Value-Attitude-Behavior Chain

A concept explaining how values influence attitudes, which in turn affect behaviors.

Authentic leadership

A leadership approach that emphasizes genuineness and transparency in leader-follower relationships.

Transactional leadership

A leadership style focused on exchanges between leaders and followers to achieve goals.

Transformational leadership

A leadership style that inspires and motivates followers to exceed their own self-interests for the good of the organization.

Ethical gut checks

A method for employees to assess their own and others' ethical behavior.

Fraud triangle

A model explaining the factors that lead to unethical behavior, including opportunity, motivation, and rationalization.

Competing Values Framework (CVF)

A model used to identify different organizational culture archetypes: clan, adhocracy, market, and hierarchy.

Attraction-selection-attrition

A process that explains how organizations attract, select, and retain employees based on fit.

Negotiation

A process where two or more parties discuss and come to an agreement on a particular issue.

Contingency theory of leadership

A theory that posits the effectiveness of a leadership style is contingent upon the context and situation.

Situational Leadership Theory

A theory that suggests the effectiveness of a leader's style depends on the situation and the readiness of followers.

Job behaviors

Actions performed by employees that emerge as a result of their job attitudes.

Affective commitment

An emotional attachment to an organization, influencing an employee's decision to stay.

Manager

An individual responsible for planning, organizing, and overseeing the work of others.

Leader

An individual who influences and guides others towards achieving goals.

Negative work behaviors

Behaviors that detract from organizational effectiveness, driven by factors such as deviance.

BATNA

Best Alternative to a Negotiated Agreement, representing the best course of action if negotiations fail.

Ethical behavior

Conduct that aligns with moral principles and standards.

Functional conflict

Conflict that can lead to positive outcomes, such as improved decision-making and innovation.

Dysfunctional conflict

Conflict that hinders organizational performance and negatively affects relationships.

Job design characteristics

Elements of a job that influence how employees feel and behave at work.

Perceived organizational support

Employees' beliefs about how much the organization values their contributions and cares about their well-being.

Deviance

Four types of negative behaviors that can occur in the workplace, impacting organizational culture.

Negotiation tactics

Strategies used during negotiation to influence the outcome.

Person-organization fit

The alignment between an individual's values and the organization's culture, impacting job satisfaction.

Followership

The behaviors and attitudes of individuals who follow a leader.

Positive job outcomes

The beneficial results of positive job attitudes and behaviors.

Task performance

The effectiveness with which job tasks are performed, crucial for individuals, teams, and organizations.

Job attitudes

The evaluations individuals make about their jobs, which can vary for individuals, teams, and organizations.

Normative commitment

The feeling of obligation to remain with an organization, affecting employee retention.

Continuance commitment

The perceived cost associated with leaving an organization, which can impact turnover.

Organizational citizenship behaviors

Voluntary behaviors that contribute to the organizational environment and culture.

ZOPA

Zone of Possible Agreement, the range in which an agreement is satisfactory to both parties.