McGraw Hill OB all terms Ch. 7-14 (excluding ch 10)

reputation

The prominence of an organization’s brand in the minds of the public and the perceived quality of its goods and services.

trust

The willingness to be vulnerable to an authority based on positive expectations 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.

Disposition-based trust

Trust that is rooted in one’s own personality, as opposed to a careful assessment of the trustee’s trustworthiness.

Cognition-based trust

Trust that is rooted in a rational assessment of the authority’s trustworthiness.

Affect-based trust

Trust that depends on feelings toward the authority that go beyond rational assessment.

Trust Propensity

A general expectation that the words, promises, and statements of individuals can be relied upon.

trustworthiness

Characteristics or attributes of a person that inspire trust, including competence, character, and benevolence.

ability

Relatively stable capabilities of people for performing a particular range of related activities.

benevolence

The belief that an authority wants to do good for an employee, apart from any selfish or profit-centered motives.

integrity

The perception that an authority adheres to a set of acceptable values and principles.

distributive justice

The perceived fairness of decision-making outcomes.

procedural justice

The perceived fairness of decision-making processes.

interpersonal justice

The perceived fairness of the interpersonal treatment received by employees from authorities.

abusive supervision

The sustained display of hostile verbal and nonverbal behaviors on the part of supervisors, excluding physical contact.

informational justice

The perceived fairness of the communications provided to employees from authorities.

whistle blowing

When employees expose illegal actions by their employer.

four component model

A model that argues that ethical behaviors result from the multistage sequence of moral awareness, moral judgment, moral intent, and ethical behavior.

moral awareness

When an authority recognizes that a moral issue exists in a situation.

moral intensity

The degree to which an issue has ethical urgency.

moral attentiveness

The degree to which people chronically perceive and consider issues of morality during their experiences.

moral judgement

When an authority can accurately identify the “right” course of action.

cognitive moral development

As people age and mature, they move through several states of moral development, each more mature and sophisticated than the prior one.

moral principles

Prescriptive guides for making moral judgments.

moral intent

An authority’s degree of commitment to the moral course of action.

moral identity

The degree to which a person self-identifies as a moral person.

ability to focus

The degree to which employees can devote their attention to work.

psychological safety

Feeling secure enough to take interpersonal risks at work.

Social exchange relationships

Work relationships that are characterized by mutual investment and significance, with employees willing to engage in beneficial behaviors that lay outside their job description

Corporate social responsibility

A perspective that argues that the responsibilities of a business include 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 learn only through experience.

Contingencies of reinforcement

Four specific consequences used by organizations to modify employee behavior.

positive reinforcement

When a positive outcome follows a desired behavior.

negative reinforcement

An unwanted outcome is removed following a desired behavior.

punishment

When an unwanted outcome follows an unwanted behavior.

extinction

The removal of a positive outcome following an unwanted behavior.

Schedules of reinforcement

The timing of when contingencies are applied or removed.

Continuous reinforcement

A specific consequence follows each and every occurrence of a certain behavior.

Fixed interval schedule

Reinforcement occurs at fixed time periods.

Variable interval schedule

Reinforcement occurs at random periods of time.

Fixed ratio schedule

Reinforcement occurs following a fixed number of desired behaviors.

Variable ratio schedule

Behaviors are reinforced after a varying number of them have been exhibited.

Social learning theory

Theory that argues that people in organizations learn by observing others.

Behavioral modeling

When employees observe the actions of others, learn from what they observe, and then repeat the observed behavior.

Learning orientation

A predisposition or attitude according to which building competence is deemed more important by an employee than demonstrating competence.

Performance-prove orientation

A predisposition or attitude by which employees focus on demonstrating their competence so that others think favorably of them.

Performance-avoid orientation

A predisposition or attitude by which employees focus on demonstrating their competence so that others will not think poorly of them.

Programmed decisions

Decisions that are somewhat automatic because people's knowledge allows them to recognize the situation and the course of action to be taken.

Intuition

An emotional judgment based on quick, unconscious, gut feelings.

Crisis situation

A change, sudden or evolving, that results in an urgent problem that must be addressed immediately.

Nonprogrammed decisions

Decisions made by employees when a problem is new, complex, or not recognized.

Rational decision-making model

A step-by-step approach to making decisions that is designed to maximize outcomes by examining all available alternatives.

Bounded rationality

The notion that people do not have the ability or resources to process all available information and alternatives when making a decision.

Satisficing

When a decision maker 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 the same way as they do.

Social identity theory

A theory that people identify themselves based on the various groups to which they belong and judge others based on the groups they associate with.

Stereotypes

Assumptions made about others based on their social group membership.

Heuristics

Simple and efficient rules of thumb that allow us to make decisions more easily.

Availability bias

The tendency for people to base their judgments on information that is easier to recall.

Fundamental attribution error

The tendency for people to judge others’ behaviors as being due to internal factors such as ability, motivation, or attitudes.

Self-serving bias

When we attribute our own failures to external factors and success to internal factors.

Consensus

Used by decision makers to attribute cause; whether other individuals behave the same way under similar circumstances.

Distinctiveness

Used by decision makers to attribute cause; whether the person being judged acts in a similar fashion under different circumstances.

Consistency

Used by decision makers to attribute cause; 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.

Training

A systematic effort by organizations to facilitate the learning of job-related knowledge and behavior.

Knowledge transfer

The exchange of knowledge between employees.

Behavior modeling training

A formalized method of training in which employees observe and learn from employees with significant amounts of tacit knowledge.

Communities of practice

Groups of employees who learn from one another through collaboration over an extended period of time.

Transfer of training

Occurs when employees retain and demonstrate the knowledge, skills, and behaviors required for their job after training ends.

Climate for transfer

An organizational environment that supports the use of new skills.

personality

The structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior. Personality reflects what people are like and creates their social reputation.

traits

Recurring trends in people’s responses to their environment.

cultural values

Shared beliefs about desirable end states or modes of conduct in a given culture that influence the expression of traits.

conscientiousness

One of the “Big Five” dimensions of personality reflecting traits like being dependable, organized, reliable, ambitious, hardworking, and persevering.

agreeableness

One of the “Big Five” dimensions of personality reflecting traits like being kind, cooperative, sympathetic, helpful, courteous, and warm.

neuroticism

One of the “Big Five” dimensions of personality reflecting traits like being nervous, moody, emotional, insecure, jealous, and unstable.

Openness to experience

One of the “Big Five” dimensions of personality reflecting traits like being curious, imaginative, creative, complex, refined, and sophisticated.

extraversion

One of the “Big Five” dimensions of personality reflecting traits like being talkative, sociable, passionate, assertive, bold, and dominant.

big five

The five major dimensions of personality including conscientiousness, agreeableness, neuroticism, openness to experience, and extraversion.

Accomplishment striving

A strong desire to accomplish task-related goals as a means of expressing personality.

Communion striving

A strong desire to obtain acceptance in personal relationships as a means of expressing personality.

zero acquaintance

Situations in which two people have just met.

status striving

A strong desire to obtain power and influence within a social structure as a means of expressing personality.

positive affectivity

A dispositional tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and elation.

Negative affectivity

A dispositional tendency to experience unpleasant moods such as hostility, nervousness, and annoyance.

Differential exposure

Being more likely to appraise day-to-day situations as stressful, thereby feeling that stressors are encountered more frequently.

Differential reactivity

Being less likely to believe that they can cope with the stressors experienced on a daily basis.

Locus of control

Whether people believe the events that occur around them are self-driven or driven by the external environment.

Myers-Briggs Type Indicator (MBTI)

A personality framework that evaluates people on the basis of four types or preferences: extraversion versus introversion, sensing versus intuition, thinking versus feeling, and judging versus perceiving.

Interests

Expressions of personality that influence behavior through preferences for certain environments and activities.

RIASEC model

An interest framework summarized by six different personality types including realistic, investigative, artistic, social, enterprising, and conventional.

Culture

The shared values, beliefs, motives, identities, and interpretations that result from common experiences of members of a society and are transmitted across generations.

Individualism–collectivism

The degree to which a culture has a loosely knit social framework (individualism) or a tight social framework (collectivism).