340 Exam 2 Study Guide

A comprehensive set of flashcards covering key concepts and theories from the Organizational Behavior course.

Two-Factor Theory

A theory that states intrinsic factors are related to job satisfaction while extrinsic factors are associated with dissatisfaction.

Hygiene Factors

Factors such as company policy, administration, supervision, and salary that prevent dissatisfaction when adequate.

McClelland’s Needs Theory

A theory identifying three primary psychological needs: need for achievement, need for affiliation, and need for power.

Maslow’s Hierarchy of Needs

A theory proposing five levels of needs: physiological, safety, social, esteem, and self-actualization, which must be fulfilled sequentially.

Self-Efficacy

The belief in one's capabilities to perform a task.

Reinforcement Theory

The theory suggesting that behavior is influenced by its consequences, shaping how individuals react to certain stimuli.

Goal Setting Theory

A theory stating that specific and challenging goals, along with feedback, enhance employee performance.

Management by Objectives (MBO)

A management program that sets specific, participative goals for an explicit time, providing feedback, to enhance employee motivation.

Job Characteristics Model

A model describing jobs in terms of five core dimensions: skill variety, task identity, task significance, autonomy, and feedback.

Job Rotation

The practice of periodically moving employees from one task to another to enhance job satisfaction.

Job Sharing

An arrangement where two or more employees share the responsibilities of a full-time position.

Telecommuting

A work arrangement that allows employees to perform their job duties from outside the traditional office environment.

Participative Management

A management style where subordinates are involved in the decision-making process, enhancing motivation and commitment.

Variable-Pay Programs

Compensation plans where part of an employee's earnings is dependent on performance metrics.

In-group vs. Outgroup

In-groups receive favoritism and are treated better than outgroups, which consist of those outside the favored group.

Role Conflict

A situation where an individual faces conflicting role expectations from different sources.

Social Loafing

The tendency for individuals to exert less effort when working as part of a group than when working alone.

Groupthink

A phenomenon where the desire for consensus within a group results in the suppression of dissent and critical thinking.

Group Shift

A change in decision-making risk that occurs when a group decision diverges from individual decisions, typically leading to riskier choices.

Nominal Group Technique

A structured brainstorming method where individuals generate ideas independently before discussing and ranking them as a group.

Team Effectiveness Components

Includes context (resources, leadership), composition (team member abilities, roles), work design (autonomy, skill variety), and processes (common purpose, goals).

Diversity and Team Performance

Diversity can enhance creativity and decision-making but may also lead to conflict; leadership plays a key role in managing these dynamics.

Process Variables in Team Performance

Factors such as member commitment, goal establishment, team efficacy, conflict management, and social loafing impacting team effectiveness.