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M & OB ch1-5
Management & Organizational Behavioral
| Term | Definition |
|---|---|
| Management | involves coordinating & overseeing the work activities of others so that activities are completed efficiently & effectively |
| First-line managers | individuals who manage the work of non-managerial employees |
| Middle Managers | Individuals who manage the work of first-line managers |
| Top Managers | individuals who are responsible for making organization-wide decisions & establishing plans & goals that affect the entire organization |
| Mintzeberg's Managerial role: Interpersonal roles | dealing with subords & people outside the organization |
| Mintzeberg's Managerial role: Informational role | collecting, receiving, & disseminating information |
| Mintzeberg's Managerial role: Decisional | making decisions/choices |
| Technical skills | knowledge & proficiency in a specific field |
| Human skills | The ability to work with other people |
| Conceptual skills | The ability to think & conceptualize about abstract & complex situations concerning the organization |
| Organizational Behavior (OB) | Field of study that investigates the impact that individuals, groups, & structure have on behavior in organizations, for purpose of applying knowledge towards improving organization effectiveness |
| Intuition | “Gut” feelings about “why I do what I do” and “what makes others tick” |
| Systematic Study | Looking at relationships, attempting to attribute causes and effect, and drawing conclusions based on scientific evidence |
| Variables | Any characteristic that can be measured and that changes in amplitude, intensity, or both |
| Dependent Variable | Response that is affected by an independent variable |
| Independent Variable | Presumed cause of change in dependent variable |
| Hypothesis | a tentative explanation of the relationship between two or more variables |
| Moderating/Contingency Variable (Z) | increases or decreases the effect of the independent variable on the dependent variable |
| Correlation Coefficient | expresses the strength of the relationship between two variables |
| Case Study | In depth analysis of one setting, obtained through observations, interviews &/or company or public documents |
| Field Survey/Correlation Study | -Interested in relationship among two or more variables -Measure variables of interest with survey or interview -Analyze relationship(s) between variable of interest |
| Experiments | Researcher manipulates (independent) variable(s) and observe its effect (dependent variable) while maintaining all other factors unchanged (CONTROL) |
| Causation | Controlled conditions and manipulation allows researcher to infer causation between independent and dependent variable |
| Diversity 1.surface-level (easily observed) 2.deep-level | -all the ways people (workers) differ from one another 1.demographic values 2.personality characteristics, values, beliefs, attitudes, work preferences |
| Deep-level Diversity: Ability | Ability is an individual’s current capacity to perform various tasks in a job Two types: -Intellectual abilities -Physical abilities |
| Intellectual Ability | abilities needed to perform mental activities—thinking, reasoning, and problem solving |
| Attitudes | Evaluative statements or judgments concerning objects, people, or events |
| Three components of Attitude: 1.Cognitive 2.Affect 3.Behavioral | 1.The opinion or belief segment of an attitude 2.The emotional or feeling segment of an attitude 3.An intention to behave in a certain way toward someone or something |
| Cognitive Dissonance | Any incompatibility between two or more attitudes or between behavior and attitudes |
| Job Satisfaction | A positive feeling about the job resulting from an evaluation of its characteristics |
| Organizational Citizenship Behaviors | Satisfied employees who feel fairly treated and trust org are more willing to engage in behaviors that go above and beyond the normal expectations of the job |
| Perceived Organization Support (POS) | Degree to which employees believe the organization values their contribution and cares about their well-being |
| Job Involvement | Degree to which worker psychologically identifies w/job and views performance level important to their self-worth |
| Psychological Empowerment | Degree to which worker perceives they can influence their work environment, their competence level, meaningfulness of their job, and their perceived autonomy |
| Emotions | caused by specific events and are short |
| Moods | cause is often general & unclear, lasts longer |
| Affect Intensity | how strongly people experience an emotion |
| Emotional Labor | An employee’s expression of organizationally desired emotions during interpersonal transactions at work |
| Emotional Dissonance | Employees have to project one emotion while simultaneously feeling another (I’m angry with a customer, but cannot show it) |
| Surface Acting (displayed emotions) | Hiding one’s inner feelings and forgoing emotional expressions in response to display rules (smiling when you don’t feel like it) |
| Deep Acting (felt emotions) | Trying to modify one’s true inner feelings based on display rules (trying to feel empathy for a customer who is experiencing difficulties with your product or service |
| Emotional Intelligence | Ability to: Perceive emotions in the self and others, Understand the meaning of these emotions, and Regulate one’s emotions |
| Personality | The sum total of ways in which an individual reacts and interacts with others, the measurable traits a person exhibits |
| Extroversion | sociable, gregarious, & assertive |
| Agreeableness | good-natured, cooperative, & trusting |
| Conscientiousness | responsible, dependable, persistent, & organized |
| Emotional Stability | Positive: calm, self-confident, & secure under stress Negative: nervous, depressed, & insecure under stress |
| Openness to Experience | curious, imaginative, artistic, & sensitive |
| Machiavellianism | A pragmatic, emotionally distant power-player who believes that ends justify the means |
| Type A Personality | Aggressively involved in a chronic, incessant struggle to achieve more in less time |
| Hofstede's Framework | 1.Power Distance 2.Individualism vs. Collectivism 3.Masculinity vs. Femininity 4.Uncertainty Avoidance 5.Long-term vs. Short-term Orientation |
| Power Distance | The extent to which a society accepts that power in institutions and organizations is distributed unequally |
| Individualism (1) vs. Collectivism (2) | 1.The degree to which people prefer to act as individuals rather than as member of groups 2.A tight social framework in which people expect others in groups of which they are a part to look after them and protect them |
| Masculinity (1) vs. Femininity (2) | 1.The extent to which the society values work roles of achievement, power, and control 2.The extent to which there is little differentiation between roles for men and women, society values harmony and compassion |
| Uncertainty Avoidance | The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them |
| Long-term (1) vs. Short-term Orientation (2) | 1.A national culture attribute that emphasizes the future, thrift, and persistence 2.A national culture attribute that emphasizes the present and the here and now |
Created by:
NickUD
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