OBM Exam 2

Individualism

exists to the extent that people in a culture define themselves primarily as individuals rather then as part of one or more groups or organizations

Collectivism

characterized by the tight social frameworks in which people tend to base their identities on the group or organization to which they belong

Power Distance (orientation to authority)

The extent to which people accept as normal an unequal distribution of power

Uncertainty Avoidance (preference for stability)

the extent to which people feel threatened by unknown situations and prefer to be clear and unambiguous situations

masculinity

the extent to which the dominant values in a society emphasize aggressiveness and acquisition of money and other possessions as opposed to concern for people and overall quality of life

long term value

include focusing on the future, working on projects that have a distant payoff, persistence & thrift

Short term values

more oriented toward the past and the present and include respect for traditions and social obligations

Cultural competence

the ability to interact effectively with people of different cultures

1. awareness of our own cultural worldview and of our reactions to people who are different

2. our attitude toward cultural differences

3. knowledges of different world views and cultural practice

4. cross cultural skills

surface level diversity

observable differences in people, including race, age, ethnicity, physical abilities, physical characteristics and gender

Deep level diversity

individual differences that cannot be seen directly, including goals, values, personalities, decision-making styles, knowledge, skills, abilities, and attitudes

Separation diversity

differences in position or opinion among group members reflecting disagreement or opposition—dissimilarity in an attitude or value

variety diversity

differences in certain type or category, including group members, expertise, knowledge or functional background

disparity diversity

differences in concentration of valuable social assets or resources—dissimilarity in rank, pay, decision-making authority or status

the “like me” bias

people prefer to associate with others they perceive to be like themselves

stereotypes

a belief about an individual or group based on the idea that everyone in a particular group will behave the same way or have the same characteristics

prejudice

outright bigotry to intolerance for other groups

perceived threat of loss

if some employees perceive a direct threat to their own career opportunities they may feel that they need to protect their own prospects by impeding diversity efforts

ethnocentrism

the belief that one’s own language, native country, and cultural rules and norms are superior to all others

unequal access to organizational networks

women and minorities are often excluded from organizational networks which can be important to job performance mentoring opportunities and being seen as a candidate for promotion

ethics

a person beliefs regarding what is right and wrong in a given situation

corporate governance

refers to the oversight of a public corporation by its board of directors

corporate social responsibility

business living and working together for the common good and valuing human dignity

apple

individual

barrel

localized surroundings

orchard

organizational level policies

knowledge workers

those employees who add value in an organization simply because of what they know

outsourcing

the practice of hiring other firms to do work previously performed by the organization itself when this work is moved overseas

offshoring

outsourcing to workers in another country

contingent worker

a person who works for an organization on something other than a permanent or full time basis

tiered workforce

when one group of an organization’s workforce has a contractual arrangement with the organization objectively different from another group performing the same jobs

psychological contract

a person’s set of expectations regarding what he or she will contribute to an organization and what the organization in return will provide to the individual

openness

the capacity to entertain new ideas and to change as a result of new information

conscientiousness

refers to an individual being dependable and organized

extraversion

the quality of being comfortable with relationships

introversion

the tendency to be less comfortable in relationship and social situations

agreeableness

the ability to get along with others

neuroticism

characterized by a person’s tendency to experience unpleasant emotions such as anger, anxiety, depression and feelings of vulnerability

person-job fit

the fit between a person’s abilities and the demands of the job and the fit between a person’s desires and motivations and the attributes and rewards of a job

person-group fit

that an individual fits with the workgroup’s work styles, skills, and goals

person-organization fit

the fit between an individual’s values, beliefs, and personality and the values, norms, and culture of the organization

person-vocation fit

the fit between a person’s interests, abilities, values, and personality and a profession

realistic job previews

involve the presentation of both positive and potentially negative information to job candidates

locus of control

the extent to which one believes one’s own actions or of external factors beyond one’s control

authoritarianism

the belief that power and status differences are appropriate within hierarchical social systems such as organizations

machiavellianism

a trait causing a person to behave in ways to gain power and control the behavior of others

tolerance for risk

the degree to which a person is comfortable with risk and its willing to take chances and make risky decisions

tolerance for ambiguity

reflects the tendency to view ambiguous situations as either threatening or desirable

type A

-more competitive

-more devoted to work

-stronger sense of time urgencys

type B

-less competitive

-less devoted to work

-weaker sense of time urgency

workplace bullying

repeated mistreatment of another employee through verbal abuse, conduct that is threatening humiliating or intimidating or sabotage that interferes with the other person work

narcissism

mental health condition in which people have an unreasonably high sense of their own importance

autonomy

urge to direct our own lives

mastery

desire to get better at something that matters

purpose

yearning to do something for a purpose larger than ourselves

extrinsic rewards

using a tangible rewards

scientific management

approach to motivation that assumes that employees are motivated by money

human relations approach

assumes that employees want to feel useful and important, that employees have strong social needs and that these needs are more important than money in motivating employees

human resources

assumes that people want to contribute and are able to make genuine contributions to organize beyond symbolic gesture

task self efficacy

a theory of motivation that is concerned with beneficial effects of intrinsic motivations and harmful effects of extrinsic motivation. a person’s beliefs in his or her capabilities to do what is required to accomplish a specific task

magnitude

beliefs about how difficult a specific task is to be accomplished

strength

beliefs about how confident the person is that the specfic task can be accomplished

generality

beliefs about the degree to which similar tasks can be accomplished

need for achievement

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

need for affiliation

the need for human companionship

need for power

the desire to control the resources in one’s enviroment

equity

the belief that we are being treated fairly in relation to others

equity theory

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

how individuals reduce inequity

change inputs, change outcomes, alter perceptions of self, alter perceptions of other, change comparisons, leave situations

how individuals respond to situations as equitable

motivation to maintain the current situation

Expectancy theory

a more encompassing model of motivation than equity theory

effort to performance expectancy

a person’s perception of the probability that effort will lead to successful performance

performance to outcome expectancy

a person’s perception of the probability that performance will lead to certain other outcomes

outcome

anything that might potentially result from performance

valence

an outcome is the relative attractiveness or unattractiveness, the ____ of the outcome to the person

classical conditioning

a simple form of learning that links a condition response with an unconditioned stimulus

reinforcement theory

based on the idea that behavior is a function of its consequence

social learning

when people observe the behaviors of others, recognize the consequence and alter their own behavior as a result

positive reinforcement

the use of rewards to increase the likelihood that a desired behavior

negative reinforcement

the removal of current or future unpleasant consequence to increase the likelihood that someone will repeat a behavior

punishment

application of negative outcome to decrease the likelihood of a behavior

extinction

involves the removal of other reinforcement (positive or negative) following the incidence of the behavior to be extinguished to decrease the likelihood of that behavior being repeated

fixed ratio

behavior is reinforced according to the number of behavior exhibited with the number needed to gain reinforcement held constant

fixed interval

behavior is reinforced according to some predetermined constant schedule based on time

variable ratio

behavior is reinforced according to the number of behaviors exhibited but the number of behavior needed to gain reinforcement varies from one time to the next

variable interval

behavior is reinforced after periods of time, but the time span varies from one time to the next

compressed work schedule

work schedule in which employees work a full forty-hour work week in fewer than the traditional five days

nine-eighty schedule

every other Friday off

job sharing

two or more part time employees sharing one full time job

extended work schedule

work schedule that requires relatively long periods of work followed by the relatively long periods of paid time off

flexible work schedules/ flextime

give employees more personal control over the hours they work each day

telecommuting

allow employees to spend part of their time working off site

Smart goals

specific, measurable, attainable, results-focused, time bound

goal difficulty

the extent to which the goal is challenging and requires effort

goal specificity

the clarity and precision of a goal

goal acceptance

the extent to which a person accepts a goal as his or her own

goal commitment

the extent to which a person is personally interested in reaching a goal

job specialization

breaking jobs down into small components tasks and standardizing them across all workers doing those jobs

job rotation

systematically moving workers from one job to another in an attempt to minimize monotony and boredom

job enlargement

involves giving workers more tasks to perform

job enrichment

entails giving workers more tasks to perform and more control over how to perform them