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OB Exam 2
| 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. |
Created by:
bradbrown1122
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