Quiz 1 HRM 360 Arnold CSULB

Four Functions of Management

Planning, Organizing, Leading, Controlling

Planning

deciding how best to allocate and use resources to achieve organizational goals

Organizing

establishing a structure of relationships that dictates how members of an organization work together to achieve organizational goals

Leading

encouraging and coordinating individuals and groups so that all organizational members are working to achieve organizational goals

Controlling

monitoring and evaluating individual, group, and organizational performance to see whether organizational goals are being achieved

Conceptual Skills

ability to analyze and diagnose a situation and distinguish between cause and effect

Human Skills

the ability to understand, work with, lead, and control the behavior of other people and groups

Technical Skills

job-specific knowledge and techniques

Ethical Dilemma

the quandary managers experience when they have to decide if they should act in a way that might benefit other people or groups, and is the "right" thing to do, even though doing so might go against their own and their organization's interests

Research methods

allows us to answer questions about what happens at work; about thinking critically and answering questions to make better decisions

Social Responsibility

an organization's obligations toward people or groups directly affected by its actions

Hypothesis

statement of relationship between two or more variables

Variables

factor/characteristic that can take on different values

Independent Variable (cause)

a variable a research(er) manipulates or watches for its effect on something else

Dependent Variable (effect)

dependent on the independent variable

Operational Definition

a statement of how a variable is defined or manipulated

Field Study

when you go into a real company and measure what is going on; do not change the environment

Field Experiment

manipulate environment and see what happens

Experimental Simulation

simulate the real world (example: flight simulator)

Laboratory Experiment

abstract version of real world; we take ideas from the real world and test them out in the lab

Sample Survey

representative sample

Mediator Variable

mechanism through which an independent variable has an effect on a dependent variable

Moderator Variable

variable that, when it changes, also changes the nature of the relationship between the independent and dependent variables

Confounding Variable

a variable that can influence the outcome of a study but is not part of the study (aka third variable)

Simple Correlation

degree to which one variable is related to another

Personality

a long standing and enduring pattern of behavioral and psychological characteristics

Nature

biological heritage, genetic makeup

Nurture

life experiences

Attraction-Selection-Attrition (ASA) Framework

the idea that an organization attracts and selects individuals with similar personalities and loses individuals with other types of personalities

Trait

a specific component of personality

Big 5 Theory

Sociability (aka Extraversion), Agreeableness, Conscientiousness, Emotional Stability (aka Neuroticism), Intellectual Openness

Extraversion

tendency to experience positive emotional states and feel good about oneself and the world around one (aka positive affectivity)

Neuroticism

tendency to experience negative emotional states and view oneself and the world around one negatively (aka negative affectivity)

Agreeableness

the tendency to get along well with others

Conscientiousness

the extent to which a person is careful, scrupulous, and persevering

Openness to Experience

the extent to which a person is original, has broad interests, and is willing to take risks

Internal Locus of Control

believe they have more influence/control over their lives (driver)

External Locus of Control

believe that they have less control over their life (passenger)

Self-Monitoring

the extent to which people try to control the way they present themselves to others

Self-Esteem

the extent to which people have pride in themselves and their capabilities

Need for Affiliation

the desire to establish and maintain good relations with others

Need for Power

the desire to exert emotional and behavioral control or influence over others

Need for Achievement

the desire to perform challenging tasks well and to meet one's own high standards

Need to Belong

drive to form lasting and interpersonal relationships

Components of Work Attitudes

Affective, Cognitive, Behavioral

Behavioral Component of Work Attitudes

what an employee thinks about how to behave in his or her job or organization

Work Mood

how people feel at the time they actually perform their jobs

Values

one's personal convictions about what one should strive for in life and how one should behave

Emotions

intense short-lived feelings linked to a specific cause or antecedent

Work Values

an employee's personal convictions about what outcomes one should expect from work and how one should behave at work

Emotional Labor

the work employees perform to control their experience and expression of moods and emotions on the job

Emotional Dissonance

an internal state that exists when employees are expected to express feelings at odds with how the employees are actually feeling

Job Satisfaction

the collection of feelings and beliefs that people have about their current jobs

Big 3 Consequences of Job Satisfaction

absenteeism, turnover, individual productivity

Turnover

the permanent withdrawal of an employee from the employing organization

Employee Well-Being

how happy, healthy, and prosperous employees are

Organizational Citizenship Behavior

behavior that is not required but is necessary for organizational survival and effectiveness

Sensation

when our senses pick up information and change it into a form that can be used by our brain

Perception

where we make sense of or give meaning to the messages that we get from our senses

3 Components of Perception

perceiver, target of perception, situation

Perceiver

person trying to interpret an observation or input from their senses

Target of Perception

whatever the perceiver is trying to make sense of

Situation

the context in which perception takes place (ex. classroom, hallway, street)

Accurate Perceptions

perceptions as close as possible to the true nature of the target of perception

Schemas

abstract knowledge structures that are stored in memory and allow people to organize and interpret information about a given target of perception

Stereotype

a set of overly simplified and often inaccurate beliefs about the typical characteristics of a particular group

Perceptual Set

a habitual readiness to perceive a stimulus in a particular way

Impression Management

an attempt to control the perceptions or impressions of others

Bias

a systematic tendency to use or interpret information in a way that results in inaccurate perceptions

Average Tendency

unable to give really high or really low ratings (aka central tendency error)

Systematic Distortion

make assumptions about what dimensions go together

Attribution

an explanation of the cause of behavior

Attribution Theory

a group of theories that describes how people explain the causes of behavior

Self-Serving Bias

when we succeed we make internal attributions, when we fail we make external attributions

Primacy Effect

the biased perception that results when the first information that a perceiver has about a target has an inordinately large influence on the perceiver's perception of the target

Contrast Effect

the biased perception that results when perceptions of a target person are distorted by the perceiver's perception of others

Halo Effect

the perceiver's general impression of a target influences his or her perception of the target on specific dimensions

Fundamental Attribution Error

tendency to attribute other people's behavior to internal factors

Actor-Observer Bias

involves attributing other people's behavior to internal causes and your behavior to external causes, especially in cases of failure

random assignment

each participant has an equal probability of ending up in either the control or experimental group

positive affectivity

the tendency to experience positive moods and feelings in a wide variety of setting and situations 

negative affectivity

the tendency to experience negative moods and feelings in a wide variety of setting and situations  

bottom up processing

we get meaning from a stimulus by using only the sensory information coming up to the brain 

top down processing

we use pre existing thoughts, motivations, and expectations to make sense of the world. 

basic criteria for theory usefulness

correspondence, coherence, parsimony, and pragmatism.

validity

the extent to which an operational definition of a variable is actually measuring the variable in question

reliability

the extent to which a measure of a variable is free of error

positive reinforcement

increases the probability that a behavior will occur by administering positive consequences to employees who perform the behavior. higher pay, bonuses, promotion, praise, pto

negative reinforcement

increases the probability that a desired behavior will occur by removing, or rescinding, a negative consequence when an employee performs the behavior desired. EXAMPLE: Fastening a seatbelt: Buckling up stops the car’s warning beep, encouraging consistent seatbelt use.