organizational behavior management Exam 1

Planning

the process of determining an organization’s desired future position and the best means of getting there

Controlling

the process of monitoring and correcting the actions of the organizations and its members to keep them directed toward their goals

leading/directing

the process of getting the organization’s members to work together toward the organization’s goals

organizing

the process of designing jobs, grouping jobs into units, and establishing patterns of authority between jobs and units

universal perspective

presumes a direct cause and effect linkage between variables complexities of human behavior and organizational settings make universal conclusions virtually impossible

situational perspective

recognizes that most organizational situations and outcomes are influenced by other variables

Interactionist perspective

focuses on how individuals and situations interact continuously to determine individuals’ behavior. attempts to explain how people select, interpret and change various situations

organizational citizenship behavior

the behavior of individuals that makes a positive overall contribution to the organization

booster

enthusiastic promotion of a person, organization or cause

civic virtue

employee feeling of being part of the organizational whole in the same way as citizen feels a part of his or her country

dysfunctional behavior

those that detract from, rather than contribute to, organizational performance

EVLN: Exit

dissatisfaction through behavior directed toward leaving an organization

EVLN: Voice

dissatisfaction expressed through active and constructive attempts to improve conditions

EVLN: Loyalty

dissatisfaction expressed by passively waiting for conditions improve

EVLN: Neglect

dissatisfaction expressed through allowing conditions to worsen

affective commitment

emotion based to the organization

continuance commitment

cost based to the organization

normative commitment

obligation based to the organization

scientific method

method of knowledge generation that relies on systematic studies that identify and replicate a result using a variety of methods, samples, and settings

theory

a collection of verbal and symbolic assertions that specify how and why variables are related and the conditions under which they should and should not relate

hypotheses

written predictions specifying expected relationships between certain variable

data

facts and stats collections together for reference

verification

process of establishing the truth

independent variable

the variable that predicted to affect something else

dependent variable

the variable predicted to be affected by the something else

correlation

reflects the size and strength of the statistical relationship between two variables ranges from -1 to +1

technical skills

the skills necessary to accomplish specific tasks within the organization

interpersonal skills

the ability to effectively communicate with, understand and motivate individuals and groups

conceptual skills

the ability to think in the abstract

diagnostic skills

the ability to understand cause and effect relationships and to recognize the optimal solutions to problems

Attitude

a person’s complexes of beliefs and feelings about specific ideas situations or other people

cognition

the knowledge a person presumes to have about something

affect

a person’s feeling towards something

intention

component of an attitude that guides a person’s behavior

cognitive dissonance

mental conflict that occurs when you beliefs don’t line up with your actions

consensus

would others behave similarly in the same situation or receive the same outcome

consistency

has the person regularly behaved this way or experienced this outcome in the past

distinctiveness

does the person act the same way or receive similar outcomes in different types of situations

self handicapping

occurs when people create obstacles for themselves that make success less likely

anchoring

the first piece of data we see or hear tends to set the bar against which we judge subsequent pieces of information

halo effect

we let positive impression of individual attributes influence our overall opinions

availability

anecdotal, top of the mind, or easily recalled data can inadvertently skew what we prioritize

confirmation bias

people tend to dismiss evidence that doesn’t fit their initial judgements or preconceptions

status quo bias

we often take the path of least resistance unless there are strong reason not to

matthew effect

resources often flow to those who already have them

campbell’s law

once metrics are accepted as always to gauge value they start to lose meaning as objective measure

escalation of commitment

human behavior pattern in which an individual or group facing increasingly or investment nevertheless continue the behavior of altering course

sunk cost

money that has already been spent and cannot be recovered

categorization

our tendency to put things into groups or catergories

selective perception

the process of screening out information that we uncomfortable with or that contradicts our beliefs

stereotyping

the process of categorizing or labeling people on the basis of a single attribute

contrast effect

we evaluate our own or another person’s characteristics through comparisons with other people we have recently encountered who rank higher or lower on the same characteristic

first impression bias

we tend to avoid people after we had a negative reaction with them

self fulfilling prophecy

process through which an originally false expectation leads to its own confirmation

emotional labor

a situation in which an employee expresses organizationally desired emotions during interpersonal transactions at work

deep acting

trying to modify one’s true feelings based on display rules

surface acting

hiding one’s feelings and forgoing emotional expressions in response to display rules

reappraisal

cognitively reinterpret/ rethink the situation

suppression

inhibiting the expression of emotion

level of involvement

the extent to which the strategy requires the responder to meaningfully engage and participate with the expresser’s emotions

change orientation

the extent to which the strategy is aimed at altering or maintaining the expresser’s emotions

affectivity

represents our tendency to experience a particular mood or to react to things with certain emotions

negative affect

comprises feelings of being upset, fearful and distressed

positive affect

reflects a combinations of high energy and positive evaluation characterized by emotions like elation

distributive fairness

refers to the perceived fairness of the outcome received

interactional fairness

whether the amount of information about the decision and the process was adequate and perceived fairness of the interpersonal treatment and explanations received during the decision making process

procedural fairness

addresses the fairness of the procedures used to generate the outcome

trust

the expectation that people will not act to take advantage of us regardless of our ability to monitor or control him or her

general adaptation system

three stages of response to a stressor: alarm, resistance and exhaustion

eustress

the pleasurable stress that accompanies positive events

distress

the unpleasant stress that accompanies negative events

tasks demands

stressors associated with the specific job a person performs

physical demands

physical requirement on the worker, these demand are a function of the physical characteristics of setting and the physical tasks the job involves

role demands

a set of expected behaviors associated with a particular position in a group or organization

interpersonal demands

group pressures, leadership

terminal values

reflect our long term life goals and may include prosperity happiness, a secure family and a sense of accomplishment

instrumental values

our preferred means of achieving our terminal values or our preferred ways of behavior

intrinsic work values

relates to the work itself

extrinsic work values

relates to outcomes of doing work

intrapersonal value conflict

conflict between the instrumental value of ambition and the terminal value of happiness

interpersonal value conflict

occur when two different people hold conflicting values

individual-organization value conflict

when the employee’s value conflict with the values of the organization

message sender

individual, group or organization that is interested in conveying a particular message to another party

message encoding

occurs when the message sender converts a thought or idea into a message composed of symbols, pictures or words

channel

the medium used to send the message to the receiver

message decoding

interpretation and translation of the message back into something understood by the receiver

noise

interruptions, loss of transmission, competition, ambiguity, jargon, semantics

feedback

check of success of the communication

one way communication

information flows in only way direction. sender communication a message without expecting any feedback

two way communication

the receiver provides feedback to the sender

non-verbal communication

communication that are not spoken or written but that have meaning to others

body language

a body movement such as a gesture or expression that conveys information to others

verbal intonation

the emphasis given to spoken words and phrases

low context cultures

cultures that rely on words to convey meaning

high context cultures

situational and nonverbal cues are used to convey meaning

appreciation

“are you looking for your boss to acknowledge your hard work?”

evaluation

“let you know where you stand with respect to promotion requirements”

developmental

“do you want to know what will help you get better at problem?”

downward communication

higher level employees communicate to those at lower levels in the organization

upward communication

lower level employees communicate with those at higher levels