Organizational Behavior Midterm (Chapters 5-7) (Mix 1)

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Organizational Behavior

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100 Terms

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Job Design

How organizations define and structure jobs to enhance employee performance.

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Job Specialization

Breaking jobs into small, standardized tasks across workers; can lead to boredom and job dissatisfaction.

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Job Rotation

Systematically moving workers from one job to another to reduce monotony, but doesn't fully address boredom.

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Job Enlargement

Giving workers more tasks to perform.

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Job Enrichment

Giving workers more tasks and control over how to perform them.

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Participation

Giving employees a voice in decisions about their work, administrative matters, and product quality.

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Empowerment

Enabling workers to set goals, make decisions, and solve problems within their responsibility.

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Compressed Work Schedule

Employees work full-time hours in fewer days.

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Job Sharing

Two or more part-time employees share one full-time job.

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Extended Work Schedule

Work schedule with long work periods followed by extended paid time off.

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Flexible Work Schedule (Flextime)

Gives employees control over their daily work hours.

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Telecommuting

Employees work off-site for part of their time.

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Goal

A desirable objective used to manage motivation and enhance employee performance.

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Goal Difficulty

Extent to which a goal is challenging and requires effort.

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Goal Specificity

Clarity and precision of a goal.

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Goal Acceptance

The degree to which a person accepts a goal as their own.

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Goal Commitment

The degree to which a person is personally invested in reaching a goal

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Management by Objectives (MBO)

Collaborative goal-setting where organizational goals cascade down.

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Performance Appraisal

Process of measuring, evaluating, documenting, and communicating an employee's work behaviors.

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Performance Management

Ongoing process that includes performance appraisal, recognizing, coaching, and training employees.

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360-Degree Feedback

Performance feedback from all sides of the organization

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Balanced Scorecard (BSC)

Structured performance management identifying financial/nonfinancial measures.

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Reward System

All components involved in allocating compensation and benefits to employees.

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Surface Value

Objective worth of a reward.

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Symbolic Value

Subjective and personal worth of a reward.

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Compensation Package

Money, incentives, benefits, privileges, and awards provided to employees.

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Incentive Systems

Plans where employees earn extra compensation for certain performance.

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Indirect Compensation

Employee benefits as a form of compensation.

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Perquisites

Special privileges for select organizational members, usually top managers.

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Employee Recognition

Explicit acknowledgment and praise for desired behaviors/outcomes

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Flexible Reward Systems

Systems allowing employees to choose benefits that best suit their needs

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Pay Transparency

Policy where exact amounts of employee compensation are public knowledge.

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Motivation

A set of forces that leads people to behave in particular ways

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Need

Anything an individual requires or wants, triggering attempts to satisfy the need.

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Scientific Management

Approach to motivation that assumes employees are motivated by money.

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Human Relations Approach

Fostering a false sense of employees’ inclusion in decision making will result in positive employee attitudes and motivation to work hard.

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Human Resource Approach

Assumes that people want to contribute and are able to make genuine contributions.

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Task-Specific Self-Efficacy

A person’s beliefs in their capabilities to do what is required to accomplish a specific task

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Magnitude (of Self-Efficacy)

Beliefs about how difficult a task can be to accomplish

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Strength (of Self-Efficacy)

Beliefs about how confident the person is that the specific task can be accomplished

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Generality (of Self-Efficacy)

Beliefs about the degree to which similar tasks can be accomplished

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Need-Based Theory

Assumes that need deficiencies cause behavior.

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Hierarchy of Needs

Assumes that human needs are arranged in a hierarchy of importance including physiological, security, belongingness, esteem, and self-actualization needs.

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Deficiency Needs

Physiological, security, and belongingness needs; must be satisfied for the individual to survive and be fundamentally comfortable.

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Growth Needs

Esteem and self-actualization needs; focus on personal growth and development

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ERG Theory

Describes existence, relatedness, and growth needs, where more than one need may motivate a person at the same time.

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Two-Factor Theory

Identifies motivation factors (intrinsic to the work itself) and hygiene factors (extrinsic to the work itself).

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Motivation Factors

Are intrinsic to the work itself and include factors such as achievement and recognition

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Hygiene Factors

Are extrinsic to the work itself and include factors such as pay and job security

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Acquired Needs Framework

Centers on the needs for achievement, affiliation, and power.

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Need for Achievement

The desire to accomplish a task or goal more effectively than was done in the past.

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Need for Affiliation

The need for human companionship.

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Need for Power

The desire to control the resources in one’s environment.

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Process-Based Perspective

Focuses on how people behave in their efforts to satisfy their needs.

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Equity Theory

Focuses on people’s desire to be treated with what they perceive as equity and to avoid perceived inequity.

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Equity

The belief that we are being treated fairly in relation to others; inequity is the belief that we are being treated unfairly in relation to others.

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Expectancy Theory

Suggests that people are motivated by how much they want something and the likelihood they perceive of getting it.

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Effort-to-Performance Expectancy

The perceived probability that effort will lead to performance

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Performance-to-Outcome Expectancy

The perceived probability that performance will lead to certain outcomes

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Outcome

Anything that results from performing a behavior

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Valence

The degree of attractiveness or unattractiveness (value) that a particular outcome has for a person.

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Learning

A relatively permanent change in behavior or behavioral potential resulting from direct or indirect experience.

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Classical Conditioning

A simple form of learning that links a conditioned response with an unconditioned stimulus.

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Reinforcement Theory

Based on the idea that behavior is a function of its consequences; also called operant conditioning.

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Social Learning

When people observe the behaviors of others, recognize the consequences, and alter their own behavior as a result.

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Behavior Modification

The application of reinforcement theory to influence the behaviors of people in organizational settings

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Positive Reinforcement

Uses rewards or other desirable consequences that a person receives after exhibiting behavior.

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Negative Reinforcement (Avoidance)

Involves opportunity to avoid or escape from an unpleasant circumstance after exhibiting behavior.

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Punishment

Is the application of unpleasant or aversive consequences to decrease the likelihood of a behavior.

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Extinction

Decreases the frequency of behavior by eliminating a reward or desirable consequence that follows a behavior.

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Group

Two or more people who interact with one another such that each person influences and is influenced by each other person.

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Team

An interdependent collection of at least two individuals who share a common goal and share accountability for the team’s as well as their own outcomes.

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Workgroups

Formal groups formed by the organization to do its work.

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Command group

A relatively permanent, formal group with functional reporting relationships, usually included in the organization chart.

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Affinity group

A collection of employees from the same level in the organization who meet on a regular basis to share information, capture emerging opportunities, and solve problems.

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Functional teams

Members come from the same department or functional area

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Cross-functional teams

Members come from different departments or functional areas

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Problem-solving teams

Solve problems and make improvements

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Self-directed teams

Set their own goals and pursue them in ways defined by the team

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Venture teams

Operate semi-autonomously to create and develop new products, processes, or businesses

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Virtual teams

Made up of geographically and/or organizationally dispersed coworkers who communicate using telecommunications and information technologies

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Global teams

Face-to-face or virtual teams whose members are from different countries

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Friendship group

Relatively permanent and informal and draws its benefits from the social relationships among its members

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Interest group

Relatively temporary and informal and is organized around a common activity or interest of its members

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Group composition

The degree of similarity or difference among group members on factors important to the group’s work

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Homogeneity

The degree to which members are similar in one or several ways that are critical to the group’s work.

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Heterogeneity

The degree to which members differ in one or more ways that are critical to the group’s work.

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Social loafing

The tendency of some members of groups to put forth less effort than they would when working alone

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Norm

A standard against which the appropriateness of a behavior is judged

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Informal leader

A person who engages in leadership activities but whose right to do so has not been formally recognized by the organization or group

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Mutual acceptance stage

Characterized by members’ sharing information about themselves and getting to know each other

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Communication and decision-making stage

Members discuss their feelings more openly and agree on group goals and individual roles in the group

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Motivation and productivity stage

Members cooperate, help each other, and work toward accomplishing tasks

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Control and organization stage

The group is mature; members work together and are flexible, adaptive, and self-correcting

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Process gain

Performance improvements that occur because people work together rather than independently

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Process loss

Performance decrements that occur when a team performs worse than the individual members would have if they had worked alone

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Team efficacy

A team’s shared belief that it can organize and execute the behaviors necessary to reach its goals

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Trust

Confidence that other people will honor their commitments, especially when it is difficult to monitor or observe the other people’s behavior

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Social facilitation

Happens when people are motivated to look good to others and want to maintain a positive self-image

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Role

Defines the behaviors and tasks each team member is expected to perform because of the position they hold