OB midterm Word Scramble

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Question	Answer
organizational behavior	the systematic study and application of knowledge about how individuals and groups act within the organizations where they work
levels of analysis	in OB this includes examining the individual, the group and the organization
journaling	the process of writing out thoughts and emotions on a regular basis
visual learner	one who processes information most effectively by looking at words and diagrams
auditory learner	one who processes information most effectively by listening or talking
kinesthetic learner	one who processes information most effectively by actively engaging with the material
hypothesis	tentative guesses or hunches for an expected observation, phenomenon, or scientific problem that can be tested
variables	entities that can take on different values
surveys	research tools used to ellicit respondents' reactions to specific questions
field studies	research conducted in actual organizations. they may include observation, interviews, or experience
experimental design	a study having a group that receives treatment and a comparison group that receives no treatment
control group	a group that does not receive any experimental manipulation so it can be compared to the treatment group
treatment group	a group that receives experimental manipulation
lab study	research conducted under controlled conditions and may include observation, interviews, surveys, or experiments
case studies	in depth descriptions of a single industry or company
generalizability	the likelihood that findings in a given study will be found in another setting or study
meta analysis	the process of summarizing research findings from studies on related topics
reliability	the consistency of measurement
validity	the truth of the measurement
correlation	measures the strength of the relationship between 2 variables
causation	the act of making something happen
datum	the term that refers to a single observation
data	the term used to describe multiple observations and is always plural
employee engagement	a person who is fully involved in and enthusiastic about their work is engaged
triple bottom line	evaluating organizations against 3 performance criteria including economic, social, and environmental viability
sustainable business practices	practices that meet the current needs of businesses without compromising the needs of future generations
outsourcing	an organization asking an outside organization to perform functions that could have been performed by itself
offshoring	refers to some or all of a business process being moved from one country to another country
diversity	the ways in which people are similar or different from eachother
similarity-attraction phenomenon	the tendency to be more attracted to individuals who are similar to us
surface level diversity	traits that are highly visible to us and to those around us such as race, gender, and age
deep level diversity	diversity in values, beliefs and attitudes
faultline	an attribute along which a group is split into subgroups. such as white and asian men and women splitting into racial groups.
stereotypes	generalizations about a particular group of people
glass ceiling	the situation that some qualified employees are prevented from advancing to higher level positions due to factors such as discrimination. glass ceiling is often encountered by women and minorities
what to do when asked illegal interview questions	1-refuse to answer 2-answer shortly 3-answer the intent 4-walk away from the interview
affirmative action	policies designed to recruit, promote, train, and retain employees belonging to a protected class
culture	the values, beliefs, and customs that exist in a society
expatriate	someone who is temporarily assigned to a position in a foreign country
individualistic cultures	cultures in which people define themselves as individuals and form looser ties with their groups
collectivistic cultures	cultures where people have stronger bonds to groups and group membership forms a person's self identity
power distance	the degree to which society views an unequal distribution of power as acceptable
uncertainty avoidance	the degree to which people feel threatened by ambiguous, risky, or unstructured situation
masculine cultures	cultures that value achievement, competitiveness, and acquisition of money and other material objects
feminine cultures	cultures that value maintaining good relationships, caring for the weak, and emphasizing quality of life
prepare yourself for a global career	1-learn a language 2-immerse yourself in different cultures 3-develop an openness to different experiences 4-develop a strong social support network 5-develop a sense of humor 6-plan your return
cultural intelligence	a person's capability to understand how a person's cultural background influences one's behavior
ethnocentrisim	the belief that one's own culture is superior to other cultures one comes across
person-organization fit	the degree to which a person's values, personality, goals, and other characteristics match those of the organizations
person-job fit	the degree to which a person's skill, knowledge, ability, and other characteristics match the job's demands
values	stable life goals people have reflecting what is most important to them
terminal values	end states people desire in life such as leading a prosperous life and a world a peace
instrumental values	views on acceptable modes of conduct such as being honest and ethical and being ambitious
big 5 personality traits	1-openness 2-conscientiousness 3-extraversion 4-agreeableness 5-neuroticism
openness	the degree to which a person is curious, original, intellectual, creative, and open to new ideas
conscientiousness	the degree to which a person is organized, systematic, punctual, achievement oriented, and dependable
extraversion	the degree to which a person is outgoing, talkative, social, and enjoys being in social situations
agreeableness	the degree to which a person is nice, tolerant, sensitive, trusting, kind, and warm
neuroticism	the degree to which a person is obnoxious, irritable, aggressive, temperamental, and moody
meyers-briggs type indicator	-extrovert/introvert 2-sensing/intuition 3-thinking/feeling 4-judgement/perception
positive affective people	people who experience positive moods more frequently and tend to be happier at work
negative affective people	people who experience negative moods with greater frequency, focus on the glass half empty and experience more anxiety and nervousness
tips on how to work with negative people	1-understand that you are unlikely to change someone else's personality 2-keep an open mind 3-set a time limit
self monitoring	the extent to which people are capable of monitoring their actions and appearance in social situations
proactive personality	a person's inclination to fix what is perceived to be wrong, change the status quo, and use initiative to solve problems
self esteem	the degree to which a person has overall positive feelings about oneself
self efficacy	a belief that one can perform a specific task successfully
ways to build your self confidence	1-take a self inventory 2-set managable goals 3-find a mentor 4-dont judge yourself 5-fake it till you feel it 6-know when to ignore negative advice
internal locus of control	the belief that a person controls their own destiny and what happens to them is their own wrong-doing
external locus of control	the belief that things happen because of other people, luck, or a powerful being
faking	the practice of answering questions in a way one thinks the company is looking for
perception	the process with which individuals detect and interpret environmental stimuli
self enhancement bias	the tendency to over estimate our performance and capabilities and to see ourselves in a more positive light than others see us
self effacement bias	the tendency to under estimate our performance and capabilities, and to see events in a way that puts ourselves in a negative light
false consensus error	how we as human beings over estimate how similar we are to other people
stereotypes	generalizations based on a perceived group characteristic
self fulfilling prophecy	this happens when an established stereotype causes one to be a certain way which leads the other party to behave in a way that makes the stereotype come true
selective perception	when we pay selective attention to parts of the environment while ignoring other parts
how can i make a great first impression in a job interview	1-your first opportunity starts the moment you send your resume 2-be prepared 3-research the company 4-dress appropriately 5-be on time 6-be polite
first impression	initial thoughts and perceptions we form about people which tend to be stable and resilient to contrary information
attribution	the causal explanation we give for an observed behavior
internal attribution	explaining somebody's behavior using the internal characteristics of the actor. she complains because she is stressed.
external attribution	explaining someone's behavior by referring to the situation. she complains because the homework is hard.
consensus	the degree to which other people behave the same way as the actor
consistency	the degree to which the actor behaves the same wa on different occasions in the same situation
distinctiveness	the degree to which the actor behaves the same way across different situations
whistle blowers	people who report wrong doing
self serving bias	the tendency to attribute our failures to the situation while attributing our success to internal causes
attitude	our opinions, beliefs, and feelings about the aspects of our environment
job satisfaction	the feelings people have towards their jobs
organizational commitment	the emotional attachment people have toward the company they work for
how can you be happier at work	1-have a positive attitude 2-make a good fit with job and yourself 3-get accurate info about the job and the company 4-develop good work relationships 5-pay is important, but job characteristics matter more 6-be proactive 7-know when to leave
psychological contract	an unwritten understanding about what the employee will bring to the work environment and what the company will provide in exchange
psychological contract breech	violation of the unwritten understanding between the employee and the organization regarding its expectations
attitude surveys	surveys that are given to employees periodically to track their work attitudes
exit interview	a meeting with the departing employee
job performance	refers to the performance level on factors included in the job description
general mental ability	refers to our reasoning abilities, verbal and numerical skills, analytical skills, and overall intelligence level
organizational citizenship behaviors	voluntary behaviors employees perform to help others and benefit the organization
absenteeism	unscheduled absences from work
dealing with late co-workers	1-find out what is making the co-worker unhappy 2-make sure there are consequences 3-make an effort to schedule meetings around everyone's schedule 4-ask late people to compensate by doing extra work 5-send out reminders for meetings 6-reward timliness 7-
turnover	an employee's leaving an organization
tips for leaving your job gracefully	1-dont quit on an impulse 2-dont quit too often 3-tell boss first and be nice 4-do not badmouth your employer 5-guard your professional reputation 6-finish work and dont leave team in a bad spot 7-dont steal
performance equation	performance = motivation * ability * environment (you need them all to perform)
motivation	the desire to achieve a goal or a certain performance level leading to a goal directed behavior
ability	having the skills and knowledge required to perform a job
environmental	external factors that affect performance
physiological needs	the need for air food and water
Maslow's hierarchy of needs	starts from the most basic and goes up the triangle: physiological needs, safety needs, social needs, esteem needs, and self actualization needs
safety need	the need to be free from danger and pain
social needs	the needs of bonding with other human beings, being loved, and forming lasting attachments with them
esteem Needs	The desire to be respected by one's peers, feel important, and be appreciated.
self-actualization need	The need to become all you are capable of becoming.
existence	A need corresponding to Maslow’s physiological and safety needs.
relatedness	A need corresponding to Maslow’s social needs.
growth	A need referring to Maslow’s esteem and self-actualization.
hygiene factors	Company policies, supervision, working conditions, salary, safety, and security on the job.
motivators	Factors that are intrinsic to the job, such as achievement, recognition, interesting work, increased responsibilities, advancement, and growth opportunities.
Thematic Apperception Test (TAT)	A test that assesses a person’s dominant needs.
need for achievement	Having a strong need to be successful.
need for affiliation	Wanting to be liked and accepted by others.
need for power	Wanting to influence others and control their environment.
referent	A person we compare ourselves to in equity theory.
equity sensitivity	A personality trait that explains different reactions to inequity.
benevolents	Individuals who give without waiting to receive much in return.
entitleds	Individuals who expect to receive a lot without giving much in return.
distributive justice	The degree to which the outcomes received from the organization are fair.
procedural justice	The degree to which fair decision-making procedures are used to arrive at a decision.
interactional justice	The degree to which people are treated with respect, kindness, and dignity in interpersonal interactions.
expectancy	Whether the person believes that high levels of effort will lead to outcomes of interest such as performance or success.
instrumentality	The degree to which the person believes that performance is related to secondary outcomes such as rewards.
valence	The value of the rewards awaiting the person as a result of performance.
positive reinforcement	Making sure that behavior is met with positive consequences.
negative reinforcement	Removal of unpleasant outcomes once desired behavior is demonstrated.
extinction	The removal of rewards following negative behavior.
punishment	Presenting negative consequences following unwanted behaviors.
continuous schedule	When reinforcers follow all instances of positive behavior.
fixed-ratio schedules	Rewarding behavior after a set number of occurrences.
variable ratio	Providing the reinforcement on a random pattern.
OB Mod	A systematic application of reinforcement theory to modify employee behaviors in the workplace.
job specialization	Breaking down tasks to their simplest components and assigning them to employees so that each person would perform few tasks in a repetitive manner.
job rotation	Moving employees from job to job at regular intervals.
job enlargement	Expanding the tasks performed by employees to add more variety.
job enrichment	A job redesign technique allowing workers more control over how they perform their own tasks.
job characteristics model	Five core job dimensions, leading to three critical psychological states, which lead to work-related outcomes.
skill variety	The extent to which the job requires a person to utilize multiple high-level skills.
task identity	The degree to which a person is in charge of completing an identifiable piece of work from start to finish.
task significance	Whether a person’s job substantially affects other people’s work, health, or well-being.
autonomy	The degree to which people have the freedom to decide how to perform their tasks.
feedback	The degree to which people learn how effective they are being at work.
growth need strength	The degree to which a person has higher order needs, such as self-esteem and self-actualization.
empowerment	The removal of conditions that make a person powerless.
structural empowerment	The aspects of the work environment that give employees discretion and autonomy, and enable them to do their jobs effectively.
SMART goal	A goal that is specific, measurable, aggressive, realistic, and time-bound.
goal commitment	The degree to which a person is dedicated to reaching the goal.
Management by Objectives (MBO)	Set companywide goals, determining team and department level goals, collaboratively setting individual-level goals that are aligned with corporate strategy, develop an action plan, and reviewing performance and revising goals.
performance appraisal	A process in which a rater or raters evaluate the performance of another employee.
360-degree feedback	A system where feedback is gathered from supervisors, peers, subordinates, and sometimes even customers.
adequate notice	Letting employees know what criteria will be used during the appraisal.
fair hearing	Ensuring that there is two-way communication during the appraisal process and the employee’s side of the story is heard.
judgment based on evidence	Documenting performance problems and using factual evidence.
piece rate incentives	Payment to employees made on the basis of their individual output.
bonuses	One-time rewards that follow specific accomplishments of employees.
merit pay	Giving employees a permanent pay raise based on past performance.
sales commissions	Rewarding sales employees with a percentage of sales volume or profits generated.
gainsharing	A companywide program in which employees are rewarded for performance gains compared to past performance.
profit sharing	Programs involving sharing a percentage of company profits with all employees.
stock option	Giving an employee the right, but not the obligation, to purchase company stocks at a predetermined price.
stress	The body’s reaction to a change that requires a physical, mental, or emotional adjustment or response.
amygdala	The area of the limbic system that controls fear type responses.
General Adaptation Syndrome (GAS)	Hans Selye’s hypothesis that stress plays a general role in disease by exhausting the body’s immune system.
alarm phase	When an outside stressor jolts the individual, insisting that something must be done.
resistance phase	When the body begins to release cortisol and draws on fats and sugar to find a way to adjust to the demands of stress.
exhaustion phase	When the body has depleted its stores of sugars and fats, and the prolonged release of cortisol has caused the stressor to significantly weaken the individual.
stressors	Events or contexts that cause a stress reaction by elevating levels of adrenaline and forcing a physical or mental response.
role ambiguity	Vagueness in relation to our job responsibilities.
role conflict	Facing contradictory demands at work.
role overload	Having insufficient time and resources to complete one’s job.
information overload	Information processing demands that exceed the supply or capacity of time available for such processing.
work–family conflict	When the demands from one’s work and family are negatively affecting one another.
type A personalities	People who display high levels of speed/impatience, job involvement, and hard-driving competitiveness.
type B personalities	People who tend to be calmer than Type A people, and tend to think through situations as opposed to reacting emotionally.
flow	A state of consciousness in which a person is totally absorbed in an activity.
time management	Defined as the development of tools or techniques that help to make us more productive when we work.
telecommuting	Working remotely such as from home or from a coffee shop for some portion of the workweek.
sabbaticals	Paid time off from a normal work routine.
Employee Assistance Programs (EAPs)	Often offered to workers as an adjunct to a company-provided health care plan.
emotion	Feeling that occurs quickly and profoundly in response to an event that is desired (positive) or undesired (negative).
positive emotions	Emotions such as joy, love, and surprise can result from desired events.
negative emotions	Emotions such as anger, fear, and sadness can result from undesired events.
Affective Events Theory (AET)	A theory that explores how events on the job cause different kinds of people to feel different emotions.
affect-driven behavior	Behavior that occurs when emotions trigger you to respond in a particular way.
burnout	Ongoing negative emotional state resulting from dissatisfaction.
persona	A professional role that involves acting out potentially artificial feelings as part of a job.
emotional labor	The regulation of feelings and expressions for organizational purposes.
surface acting	Behavior requiring individuals to exhibit physical signs, such as smiles, that reflect emotions they don’t feel.
deep acting	Behavior requiring an individual to pretend to experience emotions they don’t feel.
genuine acting	Behavior requiring an individual to display emotions aligned with their own.
cognitive dissonance	A term that refers to a mismatch among emotions, attitudes, beliefs, and behavior.
emotional intelligence	How people can understand each other more completely by becoming more aware of their own and others’ emotions.
self-awareness	This exists when you are able to accurately perceive, evaluate, and display appropriate emotions.
self-management	This exists when you are able to direct your emotions in a positive way when needed.
social awareness	This exists when you are able to understand how others feel.
relationship management	This exists when you are able to help others manage their own emotions and truly establish supportive relationships with others.
communication	The process by which information is exchanged between individuals through a common system of symbols, signs, or behavior.
sender	The person initiating a communication.
encode	The translation of ideas into words.
medium	The way that a sender’s message is conveyed.
receiver	The person who a message is intended to reach.
decode	The process of assigning meaning to a received message.
noise	Anything that interferes with or distorts the message being transformed.
filtering	The distortion or withholding of information to manage a person’s reactions.
selective perception	The personal filtering of what we see and hear to suit our own needs.
information overload	What occurs when the information processing demands on an individual’s time to perform interactions and internal calculations exceed the supply or capacity of time available for such processing.
grapevine	The informal gossip network within a given organization.
semantics	The meaning of a word or phrase.
jargon	A specific set of acronyms or words unique to a specific group or profession.
storytelling	A narrative account of an event or events.
crucial conversations	Discussions in which the stakes are high, opinions vary, and emotions run strong.
public relations	Professionals who create external communications about a client’s product, services, or practices for specific receivers.

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