Principles of Management and Organizational Behavior Flashcards

Flashcards covering key concepts from the Principles of Management and Organizational Behavior lecture, including personality types, motivational theories, leadership theories, bases of power, decision traps, cultural dimensions, affective events theory, and organizational culture.

Type A - The Director

Goal-oriented, risk-taking, good under stress.

Type B - The Socializer

Relationship-oriented, outgoing, enthusiastic.

Type C - The Thinker

Detail-oriented, logical, prepared.

Type D - The Supporter

Task-oriented, stabilizing, cautious.

Openness

Being curious, original, intellectual, creative, and open to new ideas.

Conscientiousness

Being organized, systematic, punctual, achievement-oriented, and dependable.

Extraversion

Being outgoing, talkative, sociable, and enjoying social situations.

Agreeableness

Being affable, tolerant, sensitive, trusting, kind, and warm.

Neuroticism

Being anxious, irritable, temperamental, and moody.

Hygiene Factors (Herzberg's Two-Factor Theory)

Policies and procedures, management/supervision, working conditions, compensation and benefits, job security (Prevents Job Dissatisfaction)

Motivators (Herzberg's Two-Factor Theory)

Feedback and recognition, autonomy, responsibility and self-management, advancement opportunities, interest in the task (Promotes Job Satisfaction)

Skill Variety

Degree to which the job requires the person to do different things and use varying abilities and skills.

Task Identity

Does a person do the job from the beginning to the end and see a visible outcome?

Task Significance

Does this job have a significant impact on others?

Autonomy

Amount of freedom, independence, and discretion the person has in scheduling work, decision-making, and determining how to do the job.

Feedback

Degree to which the job provides the person with clear and direct information about job outcomes and performance.

Initiating Structure

Task-focused leadership style.

Consideration

Relationship-oriented leadership style.

Idealized Influence (Transformational Leadership)

Leaders are admired, respected, and trusted. Followers look up to leaders and want to emulate their behavior.

Intellectual Stimulation (Transformational Leadership)

Followers are encouraged to be innovative and express new and challenging ideas, question assumptions, and reframe problems. Creativity is stimulated.

Inspirational Motivation (Transformational Leadership)

Leaders motivate and inspire their followers through enthusiasm, optimism, and passion. Leaders clearly articulate a vision and help followers see where they are going.

Individualized Consideration (Transformational Leadership)

Follower’s needs are attended to and leaders listen to their followers. Two-way communication is practiced and a leader accepts the individual differences of followers.

Artifacts (Organizational Culture)

Visible environment of a firm, including its architecture, technology, office layout, and more.

Espoused Values (Organizational Culture)

Reasons and rationalizations for why members behave the way they do in an organization.

Underlying Assumptions (Organizational Culture)

Unconscious beliefs that determine how group members perceive, think, and feel.

Availability Bias

Inaccurate judgements about the frequency or prevalence of some event or occurence.