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ADM2336
| Term | Definition |
|---|---|
| Organizational Behavior | a field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations |
| Human Resources Management | field of study that focuses on the application of OB theories and principles in organizations |
| Strategic Management | field of study devoted to exploring the product choices and industry characteristics that affect an organization's profitability |
| Scientific Management | using scientific methods to design optimal and efficient work processes and tasks |
| Bureaucracy | an organizational form that emphasizes the control and coordination of its members |
| Human Relations Movement | field of study that recognizes that the psychological attributes of individual workers and the social forces within work groups have important effects on work behaviors |
| Individual Outcomes | job performance and organizational commitment |
| Individual Mechanisms | job satisfaction, stress, motivation, trust and ethics, decision making and learning |
| Job satisfaction | what employees feel when they think about their jobs |
| Stress | reflects employees' psychological responses to job demands that tax their capacities |
| Motivation | energetic forces that drive employees' work effort |
| Trust, justice, ethics | reflect the degree to which employees feel that their company conducts business with fairness, honesty and integrity |
| Learning & Decision Making | deals with how employees gain job knowledge and how they use that knowledge to make accurate judgments on the job |
| Organizational Mechanisms | organizational culture and change, organizational structure |
| Resource-based view | a model that argues that rare and inimitable resources help firms maintain competitive advantage |
| Rule of 1/8 | the belief that at best 1/8, or 12%, of organizations will actually do what is required to build profits by putting people first |
| Job Performance | employee behaviors that contribute either positively or negatively to the accomplishment of organizational goals |
| Task Performance | employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces |
| Routine Task Performance | well-known or habitual responses by employees to predictable task demands |
| Adaptive Task Performance | thoughtful responses by an employee to unique or unusual task demands |
| Creative Task Performance | ideals or physical outcomes that are both novel and useful |
| Job Analysis | the process by which an organization determines requirements of a specific job |
| National Occupational Classification | a national database of occupations in Canada, organizing over 30,000 job titles into 520 occupational group descriptions |
| Citizenship behavior | voluntary employee behaviors that contribute to organizational goals by improving the context in which work takes place |
| Interpersonal Citizenship Behavior | going beyond normal expectations to assist, support, and develop co-workers and colleagues |
| Helping | assisting co-workers who have heavy loads, aiding with personal matters, and showing new employees how things work |
| Courtesy | sharing important information with co-workers |
| Sportsmanship | maintaining a positive attitude with co-workers through good and bad times |
| Organizational Citizenship Behavior | going beyond normal expectations to improve operations of the organization, as well as defending the organization and being loyal to it |
| Voice | speaking up to offer constructive suggestions for change, often in reaction to a negative work event |
| Civic virtue | participation in company operations at a deeper-than-normal level |
| Boosterism | positively representing the organization when in public |
| Counterproductive beahvior | employee behaviors that intentionally hinder organizational goal accomplishment |
| Property deviance | behaviors that harm the organization's assets and possessions |
| Sabotage | purposeful destruction of equipment, processes, and products |
| Theft | stealing company products or equipment from an organization |
| Production Deviance | intentionally reducing organizational efficiency of work output |
| Wasting resources | using too many materials or too much time to do too little work |
| Substance abuse | the abuse of alcohol or drugs before coming to work or while on the job |
| Political Deviance | behaviors that intentionally disadvantage other individuals |
| Gossiping | casual conversations about other people in which the facts are not confirmed as true |
| Incivility | communication that is rude, impolite, discourteous, and lacking in good manners |
| Personal Aggression | hostile verbal and physical actions directed toward other employees |
| Harrassment | unwanted physical contact or verbal remarks from a colleague |
| Abuse | employee assault or endangerment from which physical and psychological injuries may occur |
| Management by Objectives | a management philosophy that bases employee evaluations on whether specific performance goals have been met |
| Behaviorally anchored rating scales | use of examples of critical incidents to evaluate an employee's job performance behaviors directly |
| 360-degree Feedback | a performance evaluation system that uses ratings provided by supervisors, co-workers, subordinates, customers, and the employees themselves |
| Forced Ranking | a performance management system in which managers rank subordinates relative to one another |
| Organizational Commitment | an employee's desire to remain a member of an organization |
| Withdrawal Behavior | employee actions that are intended to avoid work situations |
| Affective Commitment | an employee's desire to remain a member of an organization due to a feeling of obligation |
| Continuance Commitment | an employee's desire to remain a member of an organization due to an awareness of the costs of leaving |
| Normative Commitment | an employee's desire to remain a member of an organization due to a feeling of obligation |
| Focus of Commitment | the people, places, and things that inspire a desire to remain a member of an organization due to a feeling of obligation |
| Erosion Model | a model that suggests that employees with fewer bonds with co-workers are more likely to quit the organization |
| Social Influence Model | a model that suggests that employees with direct linkages to co-workers who leave the organization will themselves become more likely to leave |
| Embeddedness | an employee's connection to and sense of fit in the organization and community |
| Exit | a response to a negative work event in which one becomes often absent from work or voluntarily leaves the organization |
| Voice | a response, often in reaction to a negative work event, in which an employee offers constructive suggestions for change |
| Loyalty | a passive response to a negative work event in which one publicly supports the situation but privately hopes for improvement |
| Neglect | a passive, destructive response to a negative work event in which one's interest and effort in work decline |
| Psychological Withdrawal | mentally escaping the work environment |
| Daydreaming | a form of psychological withdrawal in which one's work is interrupted by random thoughts or concerns |
| Socializing | a form of psychological withdrawal in which one verbally chats with co-workers about non-work topics |
| Looking busy | a form of psychological withdrawal in which one attempts to appear consumed with work when not performing actual work tasks |
| Moonlighting | a form of psychological withdrawal in which employees use work time and resources to do non-work-related activities |
| Cyberloafing | a form of psychological withdrawal in which employees surf the internet, email, and instant message in order to avoid doing work related activities |
| Physical withdrawal | a physical escape from the work environment |
| Tardiness | a form of physical withdrawal in which employees arrive late to work or leave work early |
| Long breaks | a form of physical withdrawal in which employees take longer than normal lunches or breaks to spend less time at work |
| Missing meetings | a form of physical withdrawal in which employees neglect important work functions while away from the office |
| Absenteeism | a form of physical withdrawal in which employees do not show up for an entire day of work |
| Quitting | a form of physical withdrawal in which employees voluntarily leave the organization |
| Independent forms model | a model that predicts that the various withdrawal behaviors are uncorrelated, so that engaging in one type of withdrawal has little bearing on engaging in other types |
| Compensatory Forms Model | a model indicating that the various withdrawal behaviors are negatively correlated, so that engaging in one type of withdrawal makes one less likely to engage in other types |
| Progression Model | a model indicating that the various withdrawal behaviors are positively correlated, so that engaging in one type of withdrawal makes one more likely to engage in other types |
| Psychological Contracts | employee beliefs about what employees owe the organization and what the organization owes them |
| Transactional Contracts | psychological contracts that focus on a narrow set of specific monetary obligations |
| Relational Contracts | psychological contracts that focus on a broad set of open-ended and subjective obligations |
| Organizational Support | the degree to which employees believe that the organization values their contributions and cares about their well-being |
| Job Satisfaction | a pleasurable emotional state resulting from the appraisal one one's job or job experiences; represents how a person feels and things about his or her job |
| Values | things that people consicously or unconsciously want to seek or attain |
| Value-Precept Theory | a theory that argues that job satisfaction depends on whether the employee perceives that his/her job supplies those things that he/she values |
| Common Facets of the Value Precept Theory | pay, promotions, supervision, co-workers, the work itself, altruism, status, environment |
| Pay Satisfaction | employees' feelings about the compensation for their job |
| Promotion Satisfaction | employees' feelings about how the company handles promotions |
| Supervision Satisfaction | employees' feelings about their boss, including his or her competency |
| Co-worker Satisfaction | employees' feelings about their co-workers, including their abilities and personalities |
| Satisfaction with the Work Itself | employees' feelings about their actual work tasks |
| Meaningfulness of work | a psychological state indicating the degree to which work tasks are viewed as something that counts in the employee's system of phiolsophies and beliefs |
| Responsibility for Outcomes | a psychological state indicating the degree to which employees feel they are key drivers of the quality of work output |
| Knowledge of Results | a psychological state indicating the extent to which employees are aware of how well or how poorly they are doing |
| Job Characteristics Theory | a theory that argues that five core characteristics combine to result in high levels of satisfaction with the work itself |
| Variety | the degree to which a job requires different activities and skills |
| Identity | the degree to which a job offers completion of a whole, identifiable piece of work |
| Significance | the degree to which a job really matters and impacts society as a whole |
| Autonomy | the degree to which a job allows individual freedom and discretion regarding how the work is to be done |
| Feedback | the degree to which the job itself provides information about how well the job holder is doing |
| Knowledge and skill | the degree to which employees have aptitude and competence needed to succeed on their job |
| Growth need strength | the degree to which employees desire to develop themselves further |
| Job Enrichment | when job duties and responsibilities are expanded to provide increased levels of core job characterisics |
| Life Satisfacton | the degree to which employees feel a sense of happiness with their lives in general |
| Job Descriptive Index | a face measure of job satisfaction that assesses an individual's satisfaction with pay, promotion opportunities, supervision, co-workers, and the work itself |
| Stress | the psychological response to demands when there is something at stake for the individual, and when coping with these demands would tax or exceed the individual's capacity or resources |
| Stressors | demands that cause the stress response |
| Strains | negative consequences of the stress response |
| Transactional Theory of Stress | a theory that explains how stressful demands are perceived and appraised, as well as how people respond to the perceptions of appraisals |
| Primary Appraisal | evaluation of whether a demand is stressful and, if it is, the implications of the stressor in terms of personal goals and well-being |
| Benign Job Demands | job demands that are not appraised as being stressful |
| Hindrance Stressors | stressors that tend to be appraised as thwarting progress toward growth and achievement |
| Challenge Stressors | stressors that tend to be appraised as opportunities for growth and achievement |
| Work Hindrance Stressors | role conflict, role ambiguity, role overload, daily hassles |
| Work Challenge Stressors | time pressure, work complexity, work responsibility |
| Non-work Hindrance Stressors | work-family conflict, negative life events, financial uncertaintly |
| Non-work Challenge Stressors | family time demands, personal development, positive life events |
| Secondary Appraisal | when people determine how to cope with the various stressors they face |
| Coping | behaviors and thoughts used to manage stressful demands and the emotions associated with the stressful demands |
| Types of Coping | behavioral coping, cognitive coping, problem-focused coping, emotion-focused coping |
| Physiological Strains | reactions from stressors that harm the human body |
| Psychological Strains | negative psychological reactions from stressors |
| Behavioral Strains | patterns on negative behaviors that are associated with other strains |
| Type A Behavior Pattern | people who tend to experience more stressors, to appraise more demands as stressful, and to be prone to experiencing more strains |
| Social Support | the help people receive from others when they are confronted with stressful demands |
| Stress Audit | an assessment of the sources of stress in the workplace |
| Job Sharing | when two people share the responsibilities of a single job |
| Sabbatical | employees get time off to do something else |
| Motivation | a set of energetic forces that determine the direction, intensity, and persistence of an employee;s work effort |
| Engagement | a widely used term in contemporary workplaces that has different meanings depending on the context |
| Expectancy Theory | a theory that describes the cognitive process employees go through to make choices among different voluntary responses |
| Expectancy | the belief that exerting a high level of effort will result in successful performance on some task |
| Self-Efficacy | the belief that a person has the capabilities needed to perform the behaviors required some task |
| Instrumentality | the belief that successful performance will result in some outcome or outcomes |
| Valence | the anticipated value of outcome(s) associated with successful performance |
| Extrinsic Motivation | desire to put forth work effort due to some contingency that depends on task performance |
| Intrinsic Motivation | desire to put forth work effort due to the sense that task performance serves as its own reward |
| Meaning of Money | the idea that money can have symbolic value in addition to economic value |
| Goal Setting Theory | a theory that views goals as the primary drivers of the intensity and persistence of effort |
| Specific and Difficult Goals | goals that stretch an employee to perform at his or her maximum level while still staying within the boundaries of his/her ability |
| Self-Set Goals | the internalized goals that people use to monitor their own progress |
| 3 Variables of Goals | feedback, task complexity, goal commitment |
| Equity Theory | a theory that suggests employees create a mental ledger of the outcomes they receive for their job inputs, relative to some comparison other |
| Equity Distress | an internal tension that results from being overrewarded or underrewarded relative to some comparison other |
| Cognitive Distortion | a re-evaluation of the inputs an employee brings to a job, often occurring in response to equity distress |
| Psychological Empowerment | an energy rooted in the belief that tasks are contributing to some larger purpose |
| Trust | the willingness to be vulnerable to an authority based on positive expectation about the authority's actions and intentions |
| Justice | the perceived fairness of an authority's decision making |
| Ethics | the degree to which the behaviors of an authority are in accordance with generally accepted moral norms |
| Four Dimensions of Justice | distributive, procedural, interpersonal, informational |
| Corporate Social Responsibility | a perspective that acknowledges that the responsibility of a business encompasses the economic, legal, ethical and citizenship expectations of society |
| Learning | a relatively permanent change in an employee's knowledge or skill that results from experience |
| Decision Making | the process of generating and choosing from a set of alternatives to solve a problem |
| Expertise | the knowledge and skills that distinguish experts from novices |
| Explicit Knowledge | knowledge that is easily communicated and available to everyone |
| Tacit Knowledge | knowledge that employees can only learn through experience |
| Increasing Desired Behaviors | positive reinforcement, negative reinforcement |
| Decreasing Undesired Behaviors | punishment, extinction |
| Social Learning Theory | theory that argues that people in organizations learn by observing others |
| Behavior Modeling | when employees observe the actions of others, learn from what they observe, and then repeat the observed behavior |
| Programmed Decision | decision that is made somewhat automatically because the decision maker's knowledge allows him or her to recognize the situation and the course of action to be taken |
| Intuition | an emotional judgement based on quick, unconscious gut feelings |
| Crisis Situation | a change, sudden or evolving, that results in an urgent problem that must be addressed immediately |
| Non-programmed Decisions | decisions made by employees when a problem is new, complex, or not recognized |
| Bounded Rationality | the notion that people do not have the ability or the resources to process all available information and alternatives when making a decision |
| Satisficing | what a decision maker is doing who chooses the first acceptable alternative considered |
| Selective Perception | the tendency for people to see their environment only as it affects them and as it is consistent with their expectations |
| Projection Bias | the faulty perception by decision makers that others think, feel and act as they do |
| Social Identity Theory | a theory that people identify themselves according to the various groups to which they belong and judge others according to the groups they associate with |
| Availability Bias | the tendency for people to base their judgements on information that is easier to recall |
| Fundamental Attribution Error | the tendency for people to judge others' behaviors as a being due to internal factors such as ability, motivation or attitudes |
| Self-serving bias | when one attributes one's own failures to external factors and success to internal factors |
| Consensus | whether other individuals behave the same way under similar circumstances |
| Distinctiveness | whether the person being judged acts in a similar fashion under different circumstances |
| Consistency | whether this individual has behaved this way before under similar circumstances |
| Escalation of Commitment | a common decision making error, in which the decision maker continues to follow a failing course of action |
| Personality | the structures and propensities inside a person that explain his or her characteristic patterns of thought |
| Traits | recurring trends in people's responses to their environment |
| Ability | relatively stable capabilities of people for performing a particular range of related activities |
| Big Five Factor Model of Personality | conscientiousness, agreeableness, neuroticism, openess to experience, extraversion |
| Cognitive Ability | capabilities related to the acquisition and application of knowledge in problem solving |
| Emotional Intelligence | a set of abilities related to the understanding and use of emotions that affect social functioning |
| Self-Awareness | the ability to recognize and understand the emotions in oneself |
| Emotional Regulation | the ability to recover quickly from emotional experiences |
| Use of Emotions | the degree to which people can harness emotions and employ them to improve their chances of being successful in whatever they are seeking to do |
| Typical Performance | performance in routine conditions that surround daily job tasks |
| Maximum Performance | performance in brief, special circumstances that demand a person's best effort |
| Team | two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose |
| Work Teams | a relatively permanent team in which members work together to produce goods and/or provide services |
| Management Team | a relatively permanent team that participates in managerial level tasks that affect the entire organization |
| Parallel Team | a team composed of members from various jobs within the organization that meets to provide recommendations about important issues |
| Project Team | a team formed to take on one-time tasks, most of which tend to be complex and require input from members from different functional areas |
| Action Team | a team of limited duration that performs complex tasks in contexts that tend to be highly visible and challenging |
| Virtual Team | a team in which the members are geographically dispersed, and interdependent activity occurs though email, web conferencing, and instant messaging |
| Stages of team development | forming, storming, norming, performing, adjourning |
| Task Interdependence | the degree to which team members interact with and rely on other team members for information, materials, and resources needed to accomplish work for the team |
| Goal Interdependence | the degree to which team members have a shared goal and aligh their individual goals with that vision |
| Outcome Interdependence | the degree to which team members share equally in the feedback and rewards that result from the team achieving its goals |
| Team Composition | the mix of the various characteristics that describe the individuals who work in the team |
| 5 Aspects of Team Composition | member roles, member ability, member personality, team diversity, team size |
| Team Process | the different types of activities and interactions that occur within a team as the team works towards its goals |
| Process Gain | when team outcomes are greater than expected based on the capabilities of the individual members |
| Process Loss | loss considered to have occurred when team outcomes are less than expected in view of the capabilities of the individual members |
| Communication | the process by which information and meaning is transferred from a sender to a receiver |
| Factors of Communication | noise, competence, gender, information richness, network structure |
| Types of Network Structure | all channel, Y, Circle, Wheel |
| Power | the ability to influence the behavior of others and resist unwanted influence in return |
| 2 Sources of Power | organizational and personal power |
| Legitimate Power | a form of organizational power based on authority or position |
| Reward Power | a form of organizational power based on the control of resources or benefits |
| Coercive Power | a form of organizational power based on the control of punishment within an organization |
| Expert Power | a form of organizational power based on expertise or knowledge |
| Referent Power | a form of organizational power based on the attractiveness and charisma of the leader |
| Contingencies of Power | substitutability, discretion, centrality, visibility |
| Influence | the use of behaviors to cause behavioral or attitudinal changes in others |
| Rational Persuasion | the use of logical arguments and hard facts to show someone that a request is worthwhile |
| Consultation | an influence tactic whereby the target is allowed to participate in deciding how to carry out or implement a request |
| Inspirational Appeal | an influence tactic designed to appeal to one's values and ideals, thereby creating an emotional or attitudinal reaction |
| Collaboration | an influence tactic whereby the leader makes it easier for the target to complete a request by offering to work with and help the target |
| Ingratiation | the use of favors, compliments, or friendly behavior to make the target feel better about the influencer |
| Personal Appeals | an influence tactic in which the requestor asks for something based on personal friendship or loyalty |
| Exchange Tactic | an influence tactic in which the requestor offers a reward in return for performing a request |
| Apprising | an influence tactic in which the requestor clearly explains why performing the request will benefit the target personally |
| Pressure | an influence tactic in which the requestor attempts to use coercive power through threats and demands |
| Coalition | an influence tactic in which the influencer enlists other people to help influence the target |
| Responses to Influence Attempts | internalization, compliance, resistance |
| Organizational Politics | individual actions directed toward the goal of furthering a person's self-interest |
| Political Skill | the ability to understand others and the use of that knowledge to influence them to further personal or organizational objectives |
| 5 Styles of Conflict Resolution | competing, avoiding, accommodating, collaboration, compromise |
| Leadership | the use of power and influence to direct the activities of followers toward goal achievement |
| Leadership Styles | autocratic, consultative, facilitative, delegative |
| Time Driven Model of Leadership | a model that suggests that seven factors, including the importance of decision, the expertise of the leader, and the competence of the followers, combine to make some decision-making styles more effective than others in a given situation |
| Initiating Structure | a pattern of behavior where the leader defines and structures the roles of employees in pursuit of goal attainment |
| Consideration | a pattern behavior where the leader creates job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings |
| Life Cycle Theory of Leadership | a theory stating that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit |
| Readiness | the degree to which employees have the ability and the willingness to accomplish their specific tasks |
| Four styles | Telling, Selling, Participating, Delegating |
| Transformational Leadership | a pattern of behavior in which the leader inspires followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives |
| Laissez-faire Leadership | when the leader avoids leadership duties altogether |
| Transactional Leadership | a pattern of behavior in which the leader rewards or disciplines the follower on the basis of performance |
| Organizational Structure | formally dictates how jobs and tasks are divided and coordinated between individuals and groups within the company |
| Organizational Chart | a drawing that represents every job in the organization and the formal reporting relationships between those jobs |
| Elements of Organizational Structure | work specialization, chain of command, span of control, centralization, formalization, |
| Organizational Design | the process of creating, selecting, or changing the structure of an organization |
| Simple Structure | an organizational form that features one person as the central decision-making figure |
| Bureaucratic Structure | an organizational form that exhibits many of the facets of a mechanistic organization |
| Functional Structure | an organizational form in which employees are grouped by the functions they perform for the organization |
| Multidivisional Structure | an organizational form in which employees are grouped by product, geography or client |
| Matrix Structure | a complex form of organizational structure that combines a functional and multidivisional grouping |
| Organizational Culture | the shared social knowledge within an organization regarding teh rules, norms and values that shape the attitudes and behaviors of its employees |
| Culture Strength | the degree to which employees agree about how things should happen within the organization and behave accordingly |
| Subculture | a culture created within a small subset of the organization's employees |
| Counterculture | a subculture whose values do not match those of the organization |
| Attraction-Selection-Attrition (ASA) Framework | a theory that states that employees will be drawn to organizations with cultures that match their personality, organizations will select employees that match, and employees will leave or be forced out when they are not a good fit |
| Socialization | the primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization's culture |
| Stages of Socialization | anticipatory, encounter, understanding and adaptation |
| The Change Process | unfreezing, change initiative, refreezing |
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