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Stack #4668170
| Question | Answer |
|---|---|
| Organization | A group of people working together toward common goals using coordinated effort |
| Organizational Behaviour | Study of how individuals and groups act in organizations |
| Management | Getting work done through others |
| Human Capital | Employee knowledge skills and abilities that drive performance |
| Social Capital | Resources gained through relationships and networks |
| Evidence-Based Management | Using research and data instead of intuition to make decisions |
| Bureaucracy | Organization based on rules hierarchy and specialization |
| Red Tape Mentality | Focusing on rules instead of actual goals |
| Contingency Approach | Best management style depends on the situation |
| Personality | Stable characteristics that influence behaviour |
| Dispositional Approach | Behaviour driven mainly by personality traits |
| Situational Approach | Behaviour driven mainly by environment |
| Interactionist Approach | Behaviour is a mix of personality and situation |
| Trait Activation Theory | Traits appear when situations trigger them |
| Locus of Control | Belief about control over outcomes |
| Self-Esteem | Overall sense of self-worth |
| Self-Monitoring | Ability to adjust behaviour to situations |
| General Self-Efficacy | Belief in ability to perform tasks |
| Core Self-Evaluations | Overall self-assessment including confidence and control |
| Proactive Personality | Tendency to take initiative and create change |
| Positive Affectivity | Tendency to experience positive emotions |
| Negative Affectivity | Tendency to experience negative emotions |
| Imposter Phenomenon | Feeling like a fraud despite success |
| Operant Conditioning | Learning through consequences |
| Positive Reinforcement | Adding a reward to increase behaviour |
| Negative Reinforcement | Removing something unpleasant to increase behaviour |
| Extinction | Behaviour weakens when no reinforcement is given |
| Observational Learning | Learning by watching others |
| Self-Regulation | Controlling one’s own behaviour |
| OB Mod | Using reinforcement to change workplace behaviour |
| Performance Feedback | Information given to improve performance |
| Perception | Interpreting information about others |
| Perceptual Defence | Ignoring information that conflicts with beliefs |
| Primacy Effect | First impressions have strongest impact |
| Recency Effect | Most recent information has strongest impact |
| Stereotyping | Judging based on group membership |
| Projection | Assuming others are like you |
| Attribution | Explaining causes of behaviour |
| Dispositional Attribution | Behaviour caused by personality |
| Situational Attribution | Behaviour caused by environment |
| Fundamental Attribution Error | Overestimating personality and underestimating situation |
| Self-Serving Bias | Taking credit for success and blaming situation for failure |
| Actor Observer Effect | Explaining own behaviour differently from others |
| Diversity Climate | Shared perception of inclusion and fairness |
| Stereotype Threat | Fear of confirming stereotypes |
| Perceived Organizational Support | Belief that organization values you |
| Norm of Reciprocity | People return how they are treated |
| Values | Beliefs about what is important |
| Attitude | Evaluation of something as positive or negative |
| Job Satisfaction | Positive feeling about a job |
| Emotions | Intense short-term feelings |
| Moods | Less intense longer-lasting feelings |
| Emotional Labour | Managing emotions to meet job expectations |
| Emotional Contagion | Emotions spreading between people |
| Equity Theory | Fairness based on comparing inputs and outcomes |
| Distributive Fairness | Fairness of outcomes |
| Procedural Fairness | Fairness of processes |
| Interactional Fairness | Fairness in interpersonal treatment |
| Organizational Commitment | Attachment to organization |
| Affective Commitment | Staying because you want to |
| Continuance Commitment | Staying because it is costly to leave |
| Normative Commitment | Staying because you feel obligated |
| OCB | Extra helpful behaviour beyond job duties |
| Counterproductive Behaviour | Behaviour that harms organization |
| Motivation | Forces that influence effort direction and persistence |
| Intrinsic Motivation | Doing something for enjoyment |
| Extrinsic Motivation | Doing something for rewards |
| Performance | Result of ability and motivation |
| Maslow Hierarchy | Needs from basic survival to self-actualization |
| ERG Theory | Needs categorized as existence relatedness and growth |
| McClelland Theory | Needs for achievement power and affiliation |
| Expectancy Theory | Motivation depends on effort performance and rewards |
| Expectancy | Belief effort leads to performance |
| Instrumentality | Belief performance leads to rewards |
| Valence | Value of the reward |
| Goal Setting Theory | Specific challenging goals improve performance |
| Learning Goal Orientation | Focus on improving skills |
| Performance Prove Orientation | Focus on showing competence |
| Performance Avoid Orientation | Focus on avoiding failure |
| Job Design | Structuring tasks and responsibilities |
| Job Rotation | Moving between jobs |
| Job Enlargement | Increasing number of tasks |
| Job Enrichment | Increasing responsibility and control |
| Skill Variety | Use of different skills in a job |
| Task Identity | Completing a whole piece of work |
| Task Significance | Impact of job on others |
| Autonomy | Freedom in how work is done |
| Feedback | Information about performance |
| Group | Two or more people interacting |
| Formal Group | Officially created group |
| Informal Group | Social group |
| Norms | Expected behaviours in a group |
| Role Conflict | Conflicting expectations |
| Role Ambiguity | Unclear expectations |
| Social Loafing | Reduced effort in a group |
| Group Cohesiveness | Strength of group bonds |
| Psychological Safety | Feeling safe to take risks |
| Collective Efficacy | Group belief in success |
| Variable | Something that can change |
| Independent Variable | The cause |
| Dependent Variable | The outcome |
| Moderating Variable | Changes strength of relationship |
| Mediating Variable | Explains relationship |
| Reliability | Consistency of results |
| Validity | Accuracy of measurement |
| Hypothesis | Testable prediction |
| Random Sampling | Equal chance of selection |
| Experimental Research | Testing cause and effect |
| Correlational Research | Examining relationships |
| Corporate Social Responsibility | Producing goods and services while considering social and environmental impact |
| Precarious Work | Unstable low security work with uncertain income and few protections |
| Work Engagement | Emotional and cognitive involvement in work |
| Talent Management | Process of attracting developing and retaining employees |
| Thriving at Work | State of learning and vitality at work |
| Psychological Capital | Positive psychological state including confidence hope resilience and optimism |
| Self-Efficacy | Belief in ability to perform tasks successfully |
| Hope | Persevering toward goals and finding pathways to reach them |
| Resilience | Ability to recover from adversity |
| Optimism | Expectation that good things will happen |
| Positive Organizational Behaviour | Study of positive human strengths in organizations |
| Organizational Care | Practices that support employee well-being and development |
| Workplace Spirituality | Sense of meaning purpose and connection at work |
| Artificial Intelligence | Technology that performs tasks requiring human intelligence |
| Employee AI Interaction | Work interactions between employees and AI systems |
| AI Augmented Creativity | Improved creativity due to AI assistance |
| Interpersonal Roles | Manager roles focused on relationships |
| Informational Roles | Manager roles focused on information |
| Decisional Roles | Manager roles focused on decision making |
| Monitor Role | Tracking information and performance |
| Disseminator Role | Sharing information internally |
| Spokesperson Role | Communicating externally |
| Entrepreneur Role | Initiating change and innovation |
| Disturbance Handler | Resolving conflicts and crises |
| Resource Allocator | Distributing resources |
| Negotiator | Representing organization in negotiations |
| Behavioural Plasticity Theory | People differ in how easily their behaviour changes |
| Proactive Behaviour | Taking initiative to improve situations |
| Continuous Learning Culture | Organization that encourages ongoing learning |
| Negative Reinforcement | Removing negative condition to increase behaviour |
| Social Recognition | Acknowledging employees publicly |
| Employee Recognition Programs | Formal systems to reward behaviour |
| Peer Recognition Programs | Recognition given by coworkers |
| Triadic Reciprocal Causation | Behaviour environment and personal factors influence each other |
| Social Cognitive Theory | Learning through observation and thinking processes |
| Implicit Personality Theories | Assumptions about personality traits |
| Central Traits | Key personality traits influencing impressions |
| First Impressions | Initial judgments about others |
| Consistency Cues | Behaviour consistency over time |
| Consensus Cues | Behaviour compared to others |
| Distinctiveness Cues | Behaviour across situations |
| Diversity Equity Inclusion | Efforts to ensure fairness and inclusion |
| Employee Resource Groups | Employee-led groups supporting diversity |
| Safety Climate | Shared perception of safety practices |
| Signalling Theory | Actions signal organizational intentions |
| Frame of Reference Training | Training to improve rating accuracy |
| Behaviourally Anchored Rating Scale | Rating system using behaviour examples |
| Similar to Me Effect | Bias toward similar individuals |
| Cultural Intelligence | Ability to adapt to different cultures |
| Power Distance | Acceptance of unequal power |
| Individualism | Focus on individual goals |
| Collectivism | Focus on group goals |
| Uncertainty Avoidance | Tolerance for ambiguity |
| Cultural Distance | Differences between cultures |
| Cultural Tightness | Strength of social norms |
| Cultural Looseness | Flexibility of social norms |
| Emotional Labour | Managing emotions to meet job expectations |
| Discrepancy Theory | Satisfaction based on expectation gaps |
| Honeymoon Hangover Effect | Job satisfaction declines after initial period |
| Dirty Work | Jobs seen as undesirable |
| Controlled Motivation | Behaviour driven by external pressure |
| Autonomous Motivation | Behaviour driven by internal choice |
| Self Determination Theory | Motivation based on autonomy competence and relatedness |
| Autonomy | Feeling of control over actions |
| Competence | Feeling capable |
| Relatedness | Feeling connected to others |
| Autonomy Support | Encouraging employee choice |
| Process Theories | Motivation based on decision processes |
| Outcomes | Rewards received |
| Goal Orientation | Approach to achieving goals |
| Proximal Goal | Short term goal |
| Distal Goal | Long term goal |
| Implementation Intentions | Specific plans for achieving goals |
| Variable Pay | Pay based on performance |
| Wage Incentive Plans | Pay tied to productivity |
| Pay Transparency | Openness about pay information |
| Lump Sum Bonus | One time payment |
| Employee Stock Ownership Plan | Employees own company shares |
| Skill Based Pay | Pay based on skills |
| Job Scope | Number of tasks in a job |
| Breadth | Variety of tasks |
| Depth | Level of control over tasks |
| Growth Need Strength | Desire for personal growth |
| Work Design Characteristics | Features that influence motivation |
| Prosocial Motivation | Desire to help others |
| Relational Architecture | Job design affecting relationships |
| Work Gamification | Using game elements in work |
| Playful Work Design | Making work more engaging |
| Job Crafting | Employees shaping their own jobs |
| Management by Objectives | Setting goals and reviewing performance |
| Flexible Work Arrangements | Flexible work schedules |
| Flex Time | Choosing work hours |
| Four Day Workweek | Working fewer days |
| Work Sharing | Sharing one job |
| Job Sharing | Two people share one role |
| Hybrid Work | Mix of remote and in office work |
| Telecommuting | Working remotely |
| Punctuated Equilibrium Model | Groups develop in bursts |
| Process Losses | Reduced group efficiency |
| Performance Norms | Expected performance level |
| Reward Allocation Norms | Rules for distributing rewards |
| Equity Norm | Rewards based on contribution |
| Equality Norm | Rewards distributed equally |
| Reciprocity Norm | Rewards based on return behaviour |
| Social Responsibility Norm | Reward based on need |
| Role Conflict | Conflicting role expectations |
| Interrole Conflict | Conflict between different roles |
| Intrasender Conflict | Conflicting demands from one person |
| Intersender Conflict | Conflicting demands from different people |
| Person Role Conflict | Conflict between values and role |
| Role Ambiguity | Unclear expectations |
| Role Sender | Person giving expectations |
| Focal Person | Person receiving expectations |
| Status | Rank or position in group |
| Group Cohesiveness | Strength of group bonds |
| Social Loafing | Reduced effort in groups |
| Team Resilience | Ability of team to recover |
| Collective Efficacy | Group belief in ability |
| Shared Mental Models | Shared understanding of tasks |
| Team Reflexivity | Team reflecting on performance |
| Self Managed Teams | Teams with autonomy |
| Cross Functional Teams | Teams from different areas |
| Superordinate Goals | Shared goals that require cooperation |
| Virtual Teams | Teams working remotely |
| Charisma | Leader ability to inspire |
| Psychological Empowerment | Feeling of control competence and impact |
| Stressors | Factors causing stress |
| Reliability | Consistency of measurement |
| Validity | Accuracy of measurement |
| Convergent Validity | Measures that should relate do relate |
| Discriminant Validity | Measures that should not relate do not relate |
| Independent Variable | Cause |
| Dependent Variable | Outcome |
| Moderating Variable | Affects strength of relationship |
| Mediating Variable | Explains relationship |
| Hypothesis | Testable prediction |
| Observational Research | Studying behaviour directly |
| Participant Observation | Researcher participates in group |
| Direct Observation | Watching behaviour without involvement |
| Correlational Research | Studying relationships |
| Experimental Research | Testing cause and effect |
| Laboratory Experiment | Controlled setting experiment |
| Field Experiment | Real world experiment |
| Control Group | Group not receiving treatment |
| Random Assignment | Random placement into groups |
| Internal Validity | Accuracy of cause and effect |
| External Validity | Generalizability of results |
| Cross Sectional Design | Data collected at one time |
| Longitudinal Design | Data collected over time |
| Quasi Experimental Design | Experiment without full control |
| Random Sampling | Equal chance of selection |
| Hawthorne Effect | Behaviour changes when observed |
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