HBO MIDTERM REVIEWER

ORGANIZATION

an entity—such as company, an institution, or an association—comprising of two or more people having a particular purpose

ORGANIZATION

people working effectively together to accomplish defined objectives

ORGANIZATION

a collectivity with a relatively identifiable boundary; a normative order (rules), ranks of authority (hierarchy), and communication systems (procedures)

ORGANIZATION AS MACHINES

with structures, levels, and routines

ORGANIZATION AS ORGANISMS

adaptive

ORGANIZATIONS AS BRAINS

inventive and rational, resilient and flexible

ORGANIZATIONS AS CULTURES

values, principles, attributed ways of thinking

ORGANIZATIONS AS POLITICAL SYSTEMS

power, authority, responsibility, political activity, patronage, etc.

ORGANIZATIONS AS PSYCHIC PRISONS

members are confined by their own representation to the outside world and by the distortions of their own culture

ORGANIZATIONS AS FLUX AND TRANSFORMATION

changing all the time, generative processes (how it develops, grows, and generates)

ORGANIZATIONS AS VEHICLES OF DOMINATION

they impose their will on others

ORGANIZATIONAL BEHAVIOR

the systematic study and application of knowledge about how individuals and groups act within the organizations where they work

INDIVIDUAL DIFFERENCES

human beings own personality, physical and mental abilities, and other stable traits

PERSON-ORGANIZATION FIT

the degree to which a person’s values, personality, goals, and other characteristics match those of the organization

PERSON-JOB FIT

the degree to which a person’s skills, knowledge, abilities, and other characteristics match the job demands

VALUES

stable life goals that people have, reflecting what is most important to them

VALUES

established throughout one’s life as a result of the accumulating life experiences and tend to be relatively stable

TERMINAL VALUES (TV)

end states people desire in life such as leading a prosperous life and a world at peace

INSTRUMENTAL VALUES (IV)

deal with views on acceptable modes of conduct, such as being honest and ethical, and being ambitiou

GENERATION X

• (1960s—1980s)

• more individualistic and are interested in working toward organizational goals so long as they coincide with their personal goals

BABY BOOMERS

• (1940s—1960s)

• less likely to see work as central to their life and more likely to desire quick promotions

PERSONALITY

encompasses the relatively stable feelings, thoughts, and behavioral patterns a person has

PERSONALITY

differentiates us from other people; gives us clues about how a person is likely to act and feel in a variety of situations

OPENNESS

being curious, original, intellectual, creative, and open to new ideas

CONSCIENTIOUSNESS

being organized, systematic, punctual, achievement oriented, and dependable

EXTRAVERSION

being outgoing, talkative, sociable, and enjoying social situations

AGREEABLENESS

being affable, tolerant, sensitive, trusting, kind, and warm

NEUROTICISM

being anxious, irritable, temperamental, and moody

EXTRAVERSION

those who derive energy from other people and objects

INTROVERSION

those who derive energy from inside

SENSING

those who rely on their given senses to perceive the external environment

INTUITION

those who rely on their intuitions and hunches to perceive the external environment

THINKING

those who use their logic to arrive at conclusions

FEELINGS

those who use their values and ideas about what is right and wrong to arrive at solutions

JUDGMENT

those who are organized, systematic, and would like to have clarity and closure

PERCEPTION

those who are curious, open minded, and prefer to have some ambiguity

BEHAVIOR

a function of moods

POSITIVE AFFECTIVITY

people experience positive moods more frequently

POSITIVE AFFECTIVITY

people tend to be happier at work and their happiness spreads to the rest of the work environment

NEGATIVE AFFECTIVITY

people experience negative moods with greater frequency

NEGATIVE AFFECTIVITY

people focus on the “glass half empty” and experience more anxiety and nervousness

SELF-MONITORING

the extent to which a person is capable of monitoring his or her actions and appearance in social situation

PROACTIVE PERSONALITY

a person’s inclination to fix what is perceived as wrong, change the status quo, and use initiative to solve problems

SELF-ESTEEM

the degree to which a person has overall positive feelings about his or herself

SELF-EFFICACY

a belief that one can perform a specific task successfully

LOCUS OF CONTROL

degree to which people feel accountable for own behaviors

ATTITUDE

our opinions, beliefs, and feelings about aspects of our environment

COGNITIVE ATTITUDE

what a person believes about the source of the attitude

AFFECTIVE ATTITUDE

how a person feels about the source of the attitude

BEHAVIORAL ATTITUDE

how a person acts towards the source of the attitude

JOB SATISFACTION

the feelings people have toward their job

ORGANIZATIONAL COMMITMENT

the emotional attachment people have toward the company they work for

PERSON-ENVIRONMENT FIT

abilities matching job demands and personal values match organizational values

JOB CHARACTERISTICS

use of variety of skills'; having autonomy at work; receiving feedback; and performing a significant task; high growth need

PSYCHOLOGICAL CONTRACT

an unwritten understanding about what the employee will bring to the work environment and what the company will provide in exchange

ORGANIZATIONAL JUSTICE

level of how fairly people are treated; fairness of company policies and procedures, treatment form supervisors, and pay and other rewards they receive from the company

RELATIONSHIP AT WORK

referring to relationship with coworkers and managers—people they interact with, their degree of compassion, level of social acceptance in their work group, and whether they are treated with respect

STRESS

the amount of stress is related to satisfaction and commitment; experiencing role ambiguity (vagueness of responsibilities), role conflict (contradictory demands at work) and organizational politics, and job security

JOB PERFORMANCE

refers to the performance level on factors included in the job description

MOTIVATION

one of the forces that lead to performance

MOTIVATION

the desire to achieve a goal or a certain performance level, leading to goal-directed behavior

ABILTY

having the skills and knowledge required to perform the job—is also important and is sometimes the key determinant of effectiveness

ENVIRONMENTAL FACTORS

having the resources, information, and support one needs to perform well are critical to determine performance

ABRAHAM MASLOW’S HIERARCHY OF NEEDS

a theory based on a simple premise; human beings have needs that are hierarchically ranked

ABRAHAM MASLOW’S HIERARCHY OF NEEDS

there are some needs that are basic to all human beings, and in their absence nothing else matters

CLAYTON ALDERFER’S ERG THEORY

basic human needs may be grouped under three categories: existence, relatedness, and growth

FREDERIC HERZBERG’S TWO-FACTOR THEORY

also known as the motivation-hygiene theory, posits that there are two distinct sets of factors that influence job satisfaction and dissatisfaction

HYGIENE FACTORS

factors causing dissatisfaction of workers because these factors were part of the context in which the job was performed, as opposed to the job itself

MOTIVATOR FACTORS

are factors that are intrinsic to the job and the conditions that truly encourage employees to try harder

DAVID MCCLELLAND’S ACQUIRED NEEDS

according to this theory, individuals acquire three types of needs as a result of their life experiences

NEED FOR ACHIEVEMENT

a strong need to be successful

NEED FOR AFFILIATION

the need to be liked and accepted by others

NEED FOR POWER

the need to influence others and control their environment

EQUITY THEORY BY J. STACEY ADAMS

according to this theory, individuals are motivated by a sense of fairness in their interactions. 

DISTORT PERCEPTION

changing one’s thinking to believe that the referent actually is more skilled

INCREASE REFERENT INPUTS

encouraging referent to work harder

REDUCE OWN INPUT

deliberately putting forth less effort at work; reducing quality of work

INCREASE OWN OUTCOMES

negotiating a raise for oneself or using unethical way of increasing rewards such as stealing

CHANGE REFERENT

comparing oneself to someone who is worse off

LEAVE THE SITUATION

quitting one’s job

SEEK LEGAL ACTION

suing the company for filing a complaint

DISTRIBUTIVE JUSTICE

the degree to which the outcomes received from the organization are perceived to be 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 THEORY

argues that the strength of a tendency to act in a certain way is dependent on the strength of the expectation that they will receive a given outcome that the outcome is desired

EXPECTANCY

make sure employees have proper skills, abilities, and knowledge; ensure that the environment facilitates performance; provide encouragement to make people believe that their effort makes a difference

INSTRUMENTALITY

reward employee performance; inform people in advance about the rewards; try to eliminate nonperformance influence rewards

VALENCE

find rewards that are desirable to employees; make sure that the rewards are viewed as fair; give employees choice over rewards

REINFORCEMENT THEORY

according to this theory, behavior is a function of its outcomes

POSITIVE REINFORCEMENT

involves making sure that behavior is met with positive consequences

NEGATIVE REINFORCEMENT

involves removal of unpleasant outcomes once desired behavior is demonstrated

EXTINCTION

used to decrease the frequency of negative behaviors; the removal of rewards following negative behavior

PUNISHMENT

involves presenting negative consequences following unwanted behaviors