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OB/HR > Applicable Terms & Theories > Flashcards

Applicable Terms & Theories Flashcards

1
Q

Theory X

A

People dislike work and need to be micromanaged

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2
Q

Theory Y

A

People are self-motivated and work is natural for them

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3
Q

Total Quality Management Movement

A

Focuses on quality and customer satisfaction through trust, teamwork, and respect

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4
Q

Contingency Approach

A

Each situation needs to be considered case-by-case

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5
Q

Levels of OB

A

Individual Behaviors (personality, conflict)
Group Behaviors (teamwork, diversity)
Organizational Behaviors (culture, training)

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6
Q

Big 5 Model of Personality (O)

A

Openness to experience: curious and imaginative

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7
Q

Big 5 Model of Personality (C)

A

Conscientiousness: organized and dependable

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8
Q

Big 5 Model of Personality (E)

A

Extraversion: sociable and outgoing

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9
Q

Big 5 Model of Personality (A)

A

Agreeableness: cooperative, trusting, and friendly

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10
Q

Big 5 Model of Personality (N)

A

Neuroticism: relaxed and calm

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11
Q

Core Self-Evaluation 4 Components

A

Self-efficacy: belief in your chance at success
Self-esteem: general belief of self-worth
Locus of Control: deciding who is responsible for actions
Emotional Stability

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12
Q

Internal Locus of Control

A

High control over future outcomes (effort and talent)

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13
Q

External Locus of Control

A

Little control over future outcomes (other people’s fault)

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14
Q

Kelley’s Model of Attribution

A

Consensus: comparing behavior to other people
Distinctiveness: comparing behavior in other situations/tasks
Consistency: comparing behavior across time

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15
Q

Kelley’s Model of Attribution- Consensus (High vs. Low)

A

High: behavior is similar to peers
Low: behavior is not similar to peers

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16
Q

Kelley’s Model of Attribution- Distinctiveness (High vs. Low)

A

High: behavior is different in other situations
Low: behavior is similar in other situations

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17
Q

Kelley’s Model of Attribution- Consistency (High vs. Low)

A

High: behavior in this situation is consistent over time
Low: behavior in this situation is different over time

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18
Q

Maslow’s Need Hierarchy Theory Components

A

Bottom-Top
Physiological Needs
Safety Needs
Social/Love Needs
Esteem Needs
Self-Actualization Needs

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19
Q

Maslow’s (Physiological Needs)

A

Most basic needs (food, air, water)

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20
Q

Maslow’s (Safety Needs)

A

Need to be safe from harm

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21
Q

Maslow’s (Social/Love Need)

A

Need to be loved and to love, includes affection and belonging

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22
Q

Maslow’s (Esteem Need)

A

Need for self-confidence, reputation, prestige, and recognition from others

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23
Q

Maslow’s (Self-Actualization Need)

A

Need for self-fulfillment and to become the best version of yourself

24
Q

Mclelland’s Acquired Needs Theory components

A

Need for achievement
Need for affiliation (social relationships)
Need for power

25
Q

Self-Determination Theory components

A

Need for competence (feeling knowledgeable and capable)
Need for autonomy (freedom)
Need for relatedness (feeling a sense of belonging)

26
Q

Herzberg’s Motivator-Hygeine Theory Factors

A

Hygiene: work context (environment, salary, and management)
Motivating: work context of the tasks being performed (achievement, recognition, and advancement)

27
Q

Equity Theory Implications

A

Equity: increased motivation & satisfaction
Inequity: decreased motivation & satisfaction

28
Q

Justice Theory components

A

Distributive Justice, Procedural Justice, and Interactional Justice

29
Q

Justice Theory (Distributive)

A

Fairness of how resources and rewards are distributed

30
Q

Justice Theory (Procedural)

A

Fairness of the processes and procedures used to make allocation decisions

31
Q

Justice Theory (Interactional)

A

Quality of the interpersonal treatment when procedures are implemented

32
Q

High Procedural Justice & Low Distributive Justice

A

The outcome isn’t fair but the process is

33
Q

Low Procedural Justice & High Distributive Justice Example

A

Process isn’t fair but the outcome is

34
Q

Expectancy Theory

A

People do things that lead to desired outcomes

35
Q

Job Characteristics Model Components

A

Skill Variety, Task Identity, Task Significance, Autonomy, and Feedback

36
Q

JCM- Skill Variety

A

The more skills the job requires, the more interesting employees perceive the job

37
Q

JCM- Task Identity

A

By interacting with all parts of your job from beginning to end, you tend to care more about it

38
Q

JCM- Task Significance

A

How much you believe your job matters leads you to care more

39
Q

JCM- Autonomy

A

Extent to which the job lets an employee experience independence in all areas

40
Q

JCM- Feedback

A

Receiving clear advice allows employees to make improvements or adjustments as needed

41
Q

“Great Man” Approach

A

Identifies personality characteristics or interpersonal attributes that can be used to separate leaders from followers

42
Q

Modern Trait Theories

A

Assume that leaders do have distinct traits but that the traits CAN be developed through learning and experience

43
Q

Trait Approach to Leadership

A

Attempts to identify personality traits or interpersonal attributes that differentiate leaders from followers

44
Q

Equity Theory Components

A

Outputs: What someone gets from the job
Inputs: What someone puts into the job

45
Q

OSU Leadership Studies vs. Michigan Studies

A

OSU: leadership should focus on initiating structure and consideration of the people
Michigan: you can either get things done or focus on the human/employee side of things (ONLY ONE)

46
Q

Relationship-Oriented Leadership Components

A

Consideration (leaders ability to prioritize others needs and desires)

Empowerment (leaders ability to empower others)

Servant-leadership (leaders ability to put service to others above self)

Ethical leadership (leaders ability to model ethical behaviors)

47
Q

Fiedler’s Contingency Model

A

Leaders have one leadership style: task-motivated or relationship-motivated

48
Q

Fiedler’s (LPC)

A

High LPC: relationship-motivated style
Low LPC: task-motivated style

49
Q

Transformational Leadership

A

Leaders who transform their followers and organizations

50
Q

Transformational Leadership 4 I’s

A

Inspirational motivation
Idealized influence (lead by example)
Individualized consideration (provide support and encouragement)
Intellectual stimulation (encourage employees to seek innovative and creative solutions to problems)

51
Q

Leader-Member Exchange Theory (LMX)

A

Relationship-based form of leadership focused on the relationships between a leader and their followers

52
Q

LMX (High vs. Low)

A

In-group exchange: mutual trust, respect and liking (HIGH LMX)
Out-group exchange: more formal relationship, focuses on economic exchange; performance and pay (LOW LMX)

53
Q

Organizational Citizenship Behavior (OCB)

A

Describes the voluntary contributions employees make to their organizations that positively impact the work environment

54
Q

*Implicit Leadership Theory

A

Proposes that people have beliefs about how leaders should behave & what they should do for their followers

55
Q

*House’s Path-Goal Theory

A

Holds that leader behaviors are effective when employees view them as a path to satisfaction

56
Q
A

OB/HR (14 decks)

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