OB Exam 2 Word Scramble
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Question | Answer |
Job Evalutation | Systematically evaluating the worth of jobs within an organization by measuring their required skill, effort, responsibility, and working conditions. |
Gainsharing Plan | A reward system in which team members earn bonuses for reducing costs and increasing labor efficiency in their work process. |
Employee Stock Ownership Program (ESOPs) | A reward system that encourages employees to buy stock in the company. |
Stock Options | A reward system that gives employees the right to purchase company stock at a future date at a predetermined price. |
Profit Sharing Plans | A reward system that pays bonuses to employees based on the previous year's level of corporate profits. |
Balanced Scorecard (BSC) | A reward system that pays bonuses for improved results on a composite of financial, customer, internal process, and employee factors. |
Job Design | The process of assigning tasks to a job, including the interdependency of those tasks with other jobs. |
Job Specialization | The result of division of labor in which each job includes a subset of the tasks required to complete the product or service. |
Scientific Management | Involves a systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency. |
Motivator-Hygiene Theory | Herzberg's theory stating that employees are primarily motivated by growth and esteem needs, not by lower-level needs. |
Job Characteristics Model | A job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties. |
Skill Variety | The extent to which employees must use different skills and talents to perform tasks within their job. |
Task Identity | The degree to which a job requires completion of a whole or an identifiable piece of work. |
Task Significance | The degree to which the job has a substantial impact on the organization and/or larger society. |
Autonomy | The degree to which a job gives employees the freedom, independence, and discretion to schedule their work and determine the procedures used in completing it. |
Job Rotation | The practice of moving employees from one job to another. |
Job Enlargement | Increasing the number of tasks employees perform within their job. |
Job Enrichment | Giving employees more responsibility for scheduling, coordinating, and planning their own work. |
Empowerment | A psychological concept in which people experience more self-determination, meaning, competence, and impact on regarding their role in the organization. |
Self-Leadership | The process of influencing oneself to establish the self-direction and self-motivation needed to perform a task. |
Self-Talk | Talking to ourselves about our own thoughts or actions for the purpose of increasing our self-confidence and navigating through decisions in a future event. |
Mental Imagery | Mentally practicing a task and visualizing its successful completion. |
Stress | An individual's adaptive response to a situation that is perceived as challenging or threatening to the person's well-being. |
General Adaptation Syndrome | A model of the stress experience, consisting of three stages: alarm, resistance, and exhaustion. |
Stressors | The causes of stress, including any environmental conditions that place a physical or emotional demand on the person. |
Psychological Harassment | Repeated and hostile or unwanted conduct, verbal comments, actions, or gestures that affect an employee's dignity or psychological or physical integrity and that result in a harmful work environment for the employee. |
Sexual Harassment | Unwelcome conduct of a sexual nature that detrimentally affects the work environment or leads to adverse job-related consequences for its victims. |
Role Conflict | Incongruity or incompatibility of expectations associated with a person's role. |
Role Ambiguity | A lack of clarity and predictability of the outcomes of a person's behavior. |
Resilience | The capability of individuals to cope successfully in the face of significant change, adversity, or risk. |
Workaholic | A person who is highly involved in work, feels compelled to work, and has a low enjoyment of work. |
Type A Behavior Pattern | A behavior pattern associated with people having premature coronary heart disease; Type A's tend to be impatient, lose their temper, talk rapidly, and interrupt others. |
Job Burnout | The process of emotional exhaustion, cynicism, and reduced efficacy (lower feelings of personal accomplishment) resulting from prolonged exposure to stress. |
Employee Assistance Programs (EAPs) | Counseling services that help employees overcome personal or organizational stressors and adopt more effective coping mechanisms. |
Organizational Structure | The division of labor and the patterns of coordination, communication, work flow and formal power that direct organizational activities. |
Span of Control | The number of people directly reporting to the next level in the organizational hierarchy. |
Centralization | The degree to which formal decision authority is held by a small group of people, typically those at the top of the organizational hierarchy. |
Formalization | The degree to which organizations standardize behavior through rules, procedures, formal training, and related mechanisms. |
Mechanistic Structure | An organizational structure with a narrow span of control and high degrees of formalization and centralization. |
Organic Structure | An organizational structure with a wide span of control, with little formalization, and decentralized decision making. |
Functional Structure | An organizational structure that organizes employees around specific knowledge or other resources. |
Divisional Structure | An organizational structure that groups employees around geographic areas, clients, or outputs. |
Matrix Structure | A type of departmentalization that overlays two organizational forms in order to leverage the benefits of both. |
Team-Based Structure | A type of departmentalization with a flat hierarchy and relatively little formalization, consisting of self-directed work teams responsible for various work processes. |
Network Structure | An alliance of several organizations for the purpose of creating a product or serving a client. |
Virtual Corporations | Network structures representing several independent companies that form unique partnership teams to provide customized products or services, usually to specific clients, for a limited time. |
Organizational Strategy | The way an organization positions itself in its setting in relation to its stakeholders, given the organization's resources, capabilities, and mission. |
Organizational Culture | The basic pattern of shared values and assumptions governing the way employees within an organization think about and act on problems and opportunities. |
Artifacts | The observable symbols and signs of an organization's culture. |
Rituals | The programmed routines of daily organizational life that dramatize the organization's culture. |
Ceremonies | Planned and usually dramatic displays of organizational culture, conducted specifically for the benefit of an audience. |
Adaptive Culture | An organizational culture in which employees focus on the changing needs of customers and other stakeholders, and support initiatives to keep pace with those changes. |
Bi-cultural Audit | A diagnosis of cultural relations between companies prior to a merger and a determination to the extent to which cultural clashes are likely to occur. |
Organizational Socialization | The process by which individuals learn the values, expected behaviors, and social knowledge necessary to assume their roles in the organization. |
Reality Shock | Perceived discrepancies between pre-employment expectations and on-the-job reality. |
Realistic Job Preview (RJP) | The process of giving job applicants a balance of positive and negative information about the job and work context. |
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