BUSN 107 - FINAL EXAM

Change

The transformation or modification of an organization and/or its stakeholders

Opportunities

Favorable times or chances for progress and advancement

Challenge

The call to competition, contect, or battle

Psychology

The science of human behavior

Organizational behavior

The study of individual behavior and groupd dynamics in organizations

Athropology

The science of human LEARNED behavior

Engineering

The applied science of energy and matter

Sociology

The science of society

Medicine

The applied science of healing or treating diseases to enhance an individual’s and well-being

Management

The study of overseeing activities and supervising people in organizations

Task

An organizatoin’s mission, purpose, or goal for existing

Structure

The systems of communication, authority and roles, and workflow

Technology

The tools, knowledge, and/or techniques used to transform inputs into outputs

People

The human resources or an organization

Formal organization

The official, legit, and most visible part of the system

Hawthorne studies

Studies conducted in the 1920s-30s that suggested the importance of the informal organization

Informal organization

The unofficial and less visible part of the system

Skill development

The mastery of abilities essential to successful functioning in organizations

Objective knowledge

Knowledge that results from research and scientific activities

Transnational organization

An organization in which the global viewpoint supersedes national issues

Individualism

A cultural orientation in whichpeople belong to loose social frameworks and their primary concern is for themselves and their families

Expatriate managers

A manager who works in a country other than her or his home country

Guanxi

The Chinese practice of building networks for social exchange

Uncertainty avoidance

The degree to which a culture tolerates ambiguity and uncertainty

Power distance

The degree to which a culture accepts unequal distrubution of power

Collectivism

A cultural orientation in which individuals belong to tightly knit social frameworks and depend strongly on extended families or clans

Time oritentation

Whether a culture’s values are oriented toward the future (long-term orientation) or toward the past and present (short-term orientation)

Masculinity

A cultural orientation in which assertiveness and materialism are valued

Femininity

A cultural orientation in which relationships and concern for others are valued

Diversity

All forms of difference among individuals, including culture, gender, age, ability, religion, personality, social status, and sexual orientation

Glass ceiling

A transparrent barrier that keeps women from rising above a certain level in organizations

Consequential theories

An ethical theory that emphasizes the consequences or results of behavior

Character theories

An ethical theory that emphasizes the character, personal virtues, and intent of the individual

Rule-based theories

An ethical theory that emphasizes the character of the act itself rather its effects

Prodcedural justice

The fairness of the process by which outcomes are given in an organization

Distributive justice

The fairness of outcomes that individuals receive in an organization

Social responsibility

The obligation of a organization to behave ethically in its social environment

Whistle-blowers

An employee who informs authorities of the wrongdoings of their company or coworkers

Attitude

A psychological tendency expressed by evaluating something with a degree of favor or disfavor.

Affect

The emotional component of an attitude.

Social Learning

The process of deriving attitudes from family, peer groups, religious organizations, and culture.

Job Satisfaction

A pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences.

Cognitive Dissonance

A state of tension produced when an individual experiences conflict between attitudes and behavior.

Counterproductive Work Behavior (CWB)

Behavior that violates organizational norms and causes harm to the organization and/or employees.

Organizational Commitment

The strength of an individual's identification with an organization.

Organizational Citizenship Behavior (OCB)

Behavior that is above and beyond the call of duty.

Normative Commitment

Organizational commitment based on an individual's perceived obligation to remain with an organization.

Continuance Commitment

Organizational commitment based on the fact that an individual cannot afford to leave.

Affective Commitment

Organizational commitment based on an individual's desire to remain in an organization.

Emotional Contagion

A dynamic process through which the emotions of one person are transferred to another, either consciously or unconsciously, through nonverbal channels.

Ethical Behavior

Acting in ways consistent with one's personal values and the commonly held values of the organization and society.

Emotions

Mental states that include feelings, physiological changes, and the inclination to act.

Values

Enduring beliefs that a specific mode of conduct or end state of existence is personally or socially preferable to an opposite or converse mode of conduct or end state of existence.

Instrumental Values

Values that shape the acceptable behaviors that can be used to achieve some goal or end state.

Terminal Values

Values that influence the goals to be achieved or the end states of existence.

Machiavellianism

A personality characteristic involving one's willingness to do whatever it takes to get one's own way.

Cognitive Moral Development

The process of moving through stages of maturity with regard to making ethical decisions.

Psychoanalysis

Sigmund Freud's method for delving into the unconscious mind to better understand a person's motives and needs.

Theory X

A set of assumptions managers might apply to individuals who are motivated by lower-order needs.

Theory Y

A set of assumptions managers might apply to individuals who are motivated by higher-order needs.

ERG theory

A theory that organizes human needs into the categories of existence, relatedness, and growth.

self-interest

What is in the best interest of and benefit to an individual.

need for achievement

A manifest need that concerns excellence, competition, challenging goals, persistence, and overcoming difficulties.

need for power

A manifest need that concerns the desire to influence others, change people or events, and make a difference in life.

need for affiliation

A manifest need to establish and maintain warm, close, intimate relationships with other people.

motivation factors

Work conditions that satisfy the need for psychological growth.

hygiene factors

Work conditions that generate dissatisfaction due to discomfort or pain.

inequity

A situation in which a person perceives that they are receiving less than they are giving or giving less than they are receiving.

Entitleds

Individuals who are comfortable with an equity ratio greater than that of their comparison other.

Benevolents

Individuals who are comfortable with an equity ratio less than that of their comparison other.

Instrumentality

The belief that performance is related to rewards.

Valence

The value or importance one places on a particular reward.

Expectancy

The belief that effort leads to performance.

moral maturity

The measure of a person's cognitive moral development.

motivation

The process of arousing and sustaining goal-directed behavior

manifest needs

learned or acquired needs that are easily perceived

Freud proposed a more complex motivational theory, suggesting that a person’s organizational life was founded on

the compulsion to work and the power of love

Maslow labeled the five levels of his need hierarchy as

physiological needs, safety and security needs, love (social) needs, esteem needs, and the need for self-actualization.

Maslow’s need hierarchy is the progression hypothesis, which suggests that

as one level of need is met, a person progresses to the next higher level of need as a source of motivation.

Alderfer’s regression hypothesis suggests that when people are frustrated by their inability to meet needs at the next higher level in the hierarchy,

they regress to the next lower category of needs and intensify their desire to gratify those needs.

Herzberg identified motivation factors as

responsibility, achievement, recognition, advancement, and the work itself.

Equity theory

a social exchange process approach to motivation that focuses on the interaction between an individual and the environment

Inequity creates . .

tension, which in turn motivates a person to take action to resolve the inequity.

Adams’s theory provides seven basic strategies for restoring equity:

(1) alter the person’s outcomes
(2) alter the person’s inputs
(3) alter the comparison other’s outcomes
(4) alter the comparison other’s inputs
(5) change who is used as a comparison other
(6) rationalize the inequity
(7) leave the organizational situation.

Positive consequences

Results of a behavior that a person finds attractive or pleasurable.

Reinforcement

A strategy to cultivate desirable behavior by either bestowing positive consequences or withholding negative consequences.

Punishment

A strategy to discourage undesirable behavior by either bestowing negative consequences or withholding positive consequences.

Task-specific self-efficacy

An individual's internal expectancy to perform a specific task effectively.

Goal setting

The process of establishing desired results that guide and direct behavior.

Consensus

An informational cue indicating the extent to which peers in the same situation behave in a similar fashion.

Performance appraisal

The evaluation of a person's performance.

Mentoring

A work relationship that encourages development and career enhancement for people moving through the career cycle.

Distinctiveness

An informational cue indicating the degree to which an individual behaves the same way in other situations

Learning

A change in behavior acquired through experience

Classical conditioning

Modifying behavior by pairing a conditioned stimulus with an unconditioned stimulus to elicit an unconditioned response.

Operant conditioning

Modifying behavior through the use of positive or negative consequences following specific behaviors.

Negative consequences

Results of a behavior that a person finds unattractive or aversive.

Extinction

A strategy to weaken a behavior by attaching no consequences to it.

Management by objectives (MBO)

A goal-setting program based on interaction and negotiation between employees and managers.

Performance management

A process of defining, measuring, appraising, providing feedback on, and improving performance.