MGMT Exam 1

organizational behavior

study of improving attitudes and behaviors in organizations by groups and individuals

Human Resource Management

focus to see how OB principles and theories work within organizations

Strategic Management

focuses on the industry characteristics and product choices that have affect on its profitability

Resourced Based View

say that rare resources allow an organization to maintain long term profitability

Inimitable

a resource that cannot be imitated by rival firms thus more valuable

History

experience and knowledge that as a collective pool that benefits of an organization

Numerous small decisions

people making small decisions daily that competitor's cannot see because within organization

Socially complex resources

resources that include culture, teamwork, trust, reputation that create a competitive advantage, hard to replicate

Rule of one eighth

thought that only 12% of a firm will do what is best to build profits by putting people first

Method of Experience

knowledge of something because it is consistent with a person's observations/experiences

Method of Intuition

knowledge based upon it being obvious or evident to someone

Method of Authority

knowledge of something based upon a reputable official or source has said it is correct

Method of Science

knowledge of something based upon results being replicated using scientific studies

Theory

how and why variables are related and the conditions to which they are related

Hypotheses

predictions that are written that deal with and specify various relationships between variables

Correlation

statistical relationship between two variables, either positive or negative between 0 and 1

Casual Inferences

the idea that one variable causes another variable to occur, based upon co-variation, and elimination of other alternative

Meta analysis

combination of multiple scientific studies by using a weighted correlation with larger studies getting more weight

Evidence based management

says that management foundations should be based upon scientific findings

job performance

behaviors by workers that affect the organization goal accomplishment either positively or negatively

routine task performance

predictability to task demands based upon habitual or well known responses

adaptive task performance

unusual task demands are met by thoughtful responses by an employee

creative task performance

level of degree that individuals ideas or outcomes are useful and have some novelty

job analysis

requirements necessary for a specific job determined by an organization

citizenship behavior

employee voluntary behaviors that contribute to goals by improving context of the way work is done

interpersonal citizenship behavior

assist and develop coworkers by going passed normal job expectations

helping

assisting co workers who have workloads or assisting in personal matters

courtesy

the sharing of important information with co workers

sportsmanship

maintaining a good attitude with coworkers in both hard and good times

organization citizenship behavior

loyalty and defense of organization and going beyond expectations to improve operations

civic virtue

participation in organization operations that is more than normal through voluntary reading, meetings, news

boosterism

representing the organization publicially in a positive manner

counterproductive behavior

employee actions and behaviors that hinder organizational accomplishment of goals

property deviance

behaviors that try to harm a firm's assets or property

sabotage

destroying equipment or products or processes of an organization on purpose

theft

stealing assets of an organization likely through products or equipment

production deviance

intentionally trying to reduce efficiency of work output by an organization

wasting resources

using excessive resources or too much time to accomplish little work

substance abuse

use of drugs or alcohol prior to or during work that affects job performance

political deviance

behaviors that are directly done intentionally to disadvantage others

gossiping

facts are not confirm to be accurate during conversations within groups

incivility

rude or impolite communication that lacks good manners

personal aggression

hostile actions/remarks directed to other employees

harassment

unwelcome/unwanted actions/contact/remarks from a coworker

abuse

assault or endangerment of an employee whereby physical or psychological injuries exist

knowledge work

jobs based upon more cerebral (cognitive) activity rather than physical or psychological injuries exist

service work

requiring verbal or physical interaction with customers as a basis for providing a service

MGMT by Objectives (MBO)

evaluations of employees by management is based upon specific performance goals are met

Behaviorally Anchored Rating Scales (BARS)

use of critical incidents to evaluate job performance behaviors of an employee by management

360 degree feedback

evaluation that uses rating from various sources...employees and their supervisors, coworkers, subordinates

forced ranking

rating system used by managers to rank employees relative to one another

organizational commitment

desire level of the employee to remain a part of the organization

withdrawal behavior

actions by people that are attempting to avoid work related responsibilities or situations

affective commitment

desire to remain with an organization/group based upon the emotional attachment the person

continuance commitment

desire to remain with our organization/group due to the costs associated to leaving organization are known

normative commitment

remaining with an organization is based upon obligation the person feels towards the organization

focus of commitment

things places or people that cause a person to have a desire to remain within an organization

erosion model

suggest those employees with less invested with coworkers in terms of bonding are more likely to leave

social influence model

suggests that those who have coworkers that they are linked to, will leave if the coworker leaves

embeddedness

employees connection to a business or community and that person's sense of fit within it

exit

response to negative event by leaving the organization or becoming absent from work

voice

speaking up with good constructive suggestion after a negative event has occurred

neglect

destructive response to bad work event which makes interest /effort of job decline

stars

role models within organization due to having high commitment level/high task performance level

citizens

those who have high commitment levels and low task level that do extra activities

lone wolves

low commitment level and high task performance level people who look out for themselves over organization

apathetics

minimum amount of effort extended to a situation based upon low commitment and task performance levels

psychological withdrawal

the escaping of the work environment by mentally rather than physically leaving

daydreaming

work becomes interrupted but random thoughts/concerns entering the person's mind

socializing

form of withdrawal by simply chatting with coworkers about non organizational needs

looking busy

appearance of doing a task when not really accomplishing the actual task itself

moonlighting

the use of time on the job and the organization's resource to do non work related activities

cyberloafing or cyberfloating

form of withdrawal in which employees surf internet, IM, or check email to avoid actual work responsibilities

physical withdrawal

leaving the organization in a means by escaping the work environment physically

tardiness

withdrawal physically by leaving work early or arriving late

long breaks

longer than normal lunch hours/breaks to avoid work related responsibilities as a psychological withdrawal

missed meetings

not doing or neglecting work while away from the office as a means for withdrawal

absenteeism

form of withdrawal to which workers do not show up physically for work for a day or longer

quitting

withdrawal by leaving the organization

independent forms model

behaviors are uncorrelated in withdrawal behavior, engaging in one has little to do with another

compensatory forms model

withdrawal behaviors have negative correlation, meaning if you do one you are more less likely to do another form

progression model

withdrawal behaviors from work are positively correlated, one withdrawal method likely cause others to occur

psychological contracts

beliefs by workers as to what they owe the organization and what the organization owes them

transactional contracts

narrow set of obligations that are monetary in the focus of the worker (psychological)

relational contracts

use of broad level obligations that are open ended and subjective in nature (psychological)

perceived organization support

how much a person believes an organization values their contributions and cares about them as a person

job satisfaction

positive emotional state based upon appraisal of one job experience, how they feel about job

values

things people want to get either consciously or subconsciously

value percept theory

job satisfaction is based upon belief as to whether job gives things of value to him

pay satisfaction

how a person feels about the level of compensation for a job

promotion satisfaction

feelings by a person about how an organization handles promotions within the actual organization

supervision satisfaction

person's beliefs of feelings about their boss, it terms of competency personality and communication views

coworker satisfaction

how a person feels about their coworkers...in their ability level and also personality

work satisfaction

how an employee feels about the work task itself likely towards being challenging/rewarding

meaningfulness of work

state of a person's feelings about goals and task of work and how they contribute to society/person passions

responsibility of outcomes

state of mind about degree to which a person feels they are important towards the quality of the work done

knowledge of results

state of mind as too how a person perceives how well or poorly they are doing

job characteristics theory

has five core characteristics that in combination cause levels of satisfaction by a person on the job

variety

degree to which a job requires various activities and skills and how many different one are necessary

identity

degree to which a job offers an identifiable portion of a piece of work