Management Exam 1

Organizational Behavior (OB)

Field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations.

Human Resource Management

Field of study that focuses on the applications 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.

Resource-Based View

A model that argues that rare and inimitable resources help firms maintain competitive advantage

Inimitable

Incapable of being imitated or copied.

History

 A collective pool of experience, wisdom, and knowledge created by people that benefits the organization.

Numerous Small Decisions

People making many small decisions every day that are invisible to competitors.

Socially Complex Resources

Resources created by people, such as culture, teamwork, trust, and reputation. The source of competitive advantage is known, but the method of replicating the advantage is unclear.

Rule of One-Eighth

The belief that at best one-eighth, or 12 percent, of organizations will actually do what is required to build profits by putting people first.

Method of Experience

When people hold firmly to some belief because it is consistent with their own experience and observations.

Method of Intuition

When people hold firmly to some belief because it “just stands to reason”—it seems obvious or self-evident.

Method of Authority

When people hold firmly to some belief because some respected official, agency, or source has said it is so.

Method of Science

When people accept some belief because scientific studies have tended to replicate that result using a series of samples, settings, and methods.

Theory

A collection of verbal and symbolic assertions that specify how and why variables are related, as well as the conditions in which they should (and should not) be related.

Hypotheses

Written predictions that specify relationships between variables.

Correlation:

The statistical relationship between two variables. Abbreviated r, it can be positive or negative and range from 0 (no statistical relationship) to 1 (a perfect statistical relationship).

Casual Inference

 The establishment that one variable does cause another, based on covariation, temporal precedence, and the elimination of alternative explanations.

Meta-Analysis

A method that combines the results of multiple scientific studies by essentially calculating a weighted average correlation across studies (with larger studies receiving more weight).

Evidence-based Management

A perspective that argues that scientific findings should form the foundation for management education.

Analytics

 The use of data (rather than just opinions) to guide decision making.

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

The degree to which individuals develop ideas or physical outcomes that are both novel and useful.

Job analysis

A process by which an organization determines requirements of specific jobs.

Occupational Information Network (O*NET)

An online database containing job tasks, behaviors, required knowledge, skills, and abilities.

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 job expectations to assist, support, and develop coworkers and colleagues.

Helping

Assisting coworkers who have heavy workloads, aiding them with personal matters, and showing new employees the ropes when they are first on the job.

Courtesy

Sharing important information with coworkers.

Sportsmanship

Maintaining a positive attitude with coworkers 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

When an employee speaks 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 through voluntary meetings, readings, and keeping up with news that affects the company.

Boosterism

Positively representing the organization when in public.

Counterproductive behavior

 Employee behaviors that intentionally hinder organizational goal accomplishment.

Property deviance

Behaviors that harm the organization’s assets and possessions.

Sabotage

Purposeful destruction of equipment, organizational processes, or company products.

Theft

Stealing company products or equipment from the 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 drugs or alcohol 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.

Harassment

Unwanted physical contact or verbal remarks from a colleague.

Abuse

employee assault or endangerment from which physical and psychological injuries may occur.

Prosocial counterproductive behavior

Workplace behaviors that are intended to benefit others or the organization but, nevertheless, are also counterproductive because they violate norms, rules, policies, or laws; thus, they harm or could potentially harm the organization.

Knowledge work

Jobs that primarily involve cognitive activity versus physical activity.

Service work

Providing a service that involves direct verbal or physical interactions with customers.

Gig work

Income-earning activities that are generally short term in nature, temporary, or involve freelance work, and which occur outside the traditional long-term employer–employee relationship.

Management by objectives (MBO)

A management philosophy that bases employee evaluations on whether specific performance goals have been met.

Behaviorally anchored rating scales (BARS)

 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, coworkers, subordinates, customers, and the employees themselves.

Forced ranking

 A performance management system in which managers rank subordinates relative to one another.

Social performance management

The use of a social media platform for performance management involving ongoing communication among managers and employees regarding recognition, sharing of goals, progress, and constructive feedback.

Affective commitment

An employee’s desire to remain a member of an organization due to a feeling of emotional attachment.

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.

Erosion model

A model that suggests that employees with fewer bonds with coworkers are most likely to quit the organization.

Social influence model

A model that suggests that employees with direct linkages to coworkers 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.

Volunteering

The giving of time or skills during a planned activity for a nonprofit or charitable group.

Exit

A response to a negative work event by which one becomes often absent from work or voluntarily leaves the organization.

Voice

When an employee speaks up to offer constructive suggestions for change, often in reaction to a negative work event.

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.

Stars

Employees with high commitment levels and high task performance levels who serve as role models within the organization.

Citizens

 Employees with high commitment levels and low task performance levels who volunteer to do additional activities around the office.

Lone wolves

Employees with low commitment levels and high task performance levels who focus on their own career rather than what benefits the organization.

Apathetics

Employees with low commitment levels and low task performance levels who exert the minimum amount of effort needed to keep their jobs.

Psychological withdrawal

Mentally escaping the work environment.

Physical withdrawal

A physical escape from the work environment.

Independent forms model

A model that predicts that the various withdrawal behaviors are uncorrelated; 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; 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; 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

Perceived 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 of one’s job or job experiences. It represents how a person feels and thinks about their job.

Values

Things that people consciously or unconsciously want to seek or attain.

Value-percept theory

A theory that argues that job satisfaction depends on whether the employee perceives that their job supplies those things that they value.

Pay satisfaction

Employees’ feelings about the compensation for their jobs.

Promotion satisfaction

Employees’ feelings about how the company handles promotions.

Supervision satisfaction

Employees’ feelings about their boss, including the boss's competency, communication, and personality

Coworker satisfaction

Employees’ feelings about their coworkers, including their abilities and personalities.

Satisfaction with the work itself

Employees’ feelings about their actual work tasks

Meaningfulness of work

A psychological state reflecting one’s feelings about work tasks, goals, and purposes, and the degree to which they contribute to society and fulfill one’s ideals and passions.

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 (variety, identity, significance, autonomy, and feedback) 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

In job characteristics theory, it refers to the degree to which the job itself provides information about how well the job holder is doing. In goal setting theory, it refers to progress updates on work goals.