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Human Behavior in Organizations > Chapter 4 - Social Systems > Flashcards

Chapter 4 - Social Systems Flashcards

1
Q

Level of job satisfaction within a group.

“the confidence, enthusiasm, and discipline of a person or group at a particular time” (google).

A

Morale

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2
Q

Employees’ feelings of being upset because of differences between their actual and desired status levels.

“the fear of being thought of as less than”

A

Status Anxiety

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3
Q

Role Conflict

A

Feeling that arises when others have different perceptions or expectations of a person’s role.

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4
Q

The dysfunctional result of competing demands placed on an employer from a variety of employment and non-work roles.

A

Work-family Conflict

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5
Q

Continuous process of transmitting key elements of an organizations culture to its employees.

A

Organizational Socialization

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6
Q

Cultural emphasis on placing greatest importance on individual rights and freedoms, loosely knit social networks, and self respect.

A

Individualism

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7
Q

Reverse Mentoring

A

The process of having new (or younger) employees share their (tech savvy) skills with more senior managers.

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8
Q

See organizational socialization.

A

Socialization

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9
Q

Reinforcement

A

Behavior modification consequence that influences future behavior.

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10
Q

Job Satisfaction

A
  • Set of favorable or unfavorable feelings with which employees view their work.
    • Intrinsic job satisfaction is when workers consider only the kind of work they do, the tasks that make up the job.
    • Extrinsic job satisfaction is when workers consider the conditions of work, such as their pay, coworkers, and supervisor.
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11
Q

Loss of status, or a level of insufficient status, for a person. Also knowing as losing face

A

Status Deprivation

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12
Q

Person who serves as a role model to help other employees gain valuable advice on roles to play and behaviors to avoid.

A

Mentor

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13
Q

Social System

A

Complex set of human relationships interacting in many ways.

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14
Q

Social Culture

A

Social environment of human-created beliefs, customs, knowledge, and practices that defines conventional behavior in a society.

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15
Q

A new and clear perception of a phenomenon, or an acquired ability to “see” something clearly, an “ah-ha! moment.”

A

Insight

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16
Q

Status

A

Social rank of a person in a group.

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17
Q

Recognition that organization have significant influence on the social system, which must be considered and balanced in all organizational actions.

A

Social Responsibility

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18
Q

The process of having new (or younger) employees share their (tech savvy) skills with more senior managers.

A

Reverse Mentoring

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19
Q

Organizational Culture

A

The values, beliefs, and norms shared by an organization’s members.

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20
Q

Equilibrium

A

The state existing when there is a dynamic balance between forces supporting and restraining any existing practice.

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21
Q

Unfavorable impact of an action or a change on a system.

A

Dysfunctional Effect

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22
Q

Statement that identified what business and organization is operating on, the market niches it is trying to service, its customers, and the reasons for its existence.

A

Mission

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23
Q

Cultural Diversity

A

Recognition, acknowledgement, and positive use of the rich variety of differences among people at work.

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24
Q

Ratio that compares units of output with units of input.

A

Productivity

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25
Disagreement over goals to attain or the methods used to accomplish those goals.
Conflict
26
Status Anxiety
Employees' feelings of being upset because of differences between their actual and desired status levels.
27
Role Models
Leaders who serve as examples for their followers.
28
Systems that engage in exchanges with their environments through their boundaries, receiving input, and providing output.
Open systems
29
Status systems
Hierarchies of status that define employee rank relative to others in the group.
30
Pattern of actions expected is a person in activities involving others.
Role
31
Status symbols
Visible external things that attach to a person or workplace and serve as evidence of social rank.
32
Productivity
Ratio that compares units of output with units of input.
33
Unwritten agreement that defines the conditions of each employee's psychological involvement with the system - what they intend to give to it and receive from it.
Psychological Contract
34
Counterculture
A subgroup of individuals (within a larger culture) whose values, norms, and behavior are substantially different.
35
Insight
A new and clear perception of a phenomenon, or an acquired ability to "see" something clearly, an "ah-ha! moment."
36
Prejudice
Negative attitudes toward other individuals or groups.
37
Person who received and accepts advice and examples from a trusted mentor.
Protégé
38
Negative attitudes toward other individuals or groups.
Prejudice
39
Biased treatment of other individuals or groups.
Discrimination
40
Employee attitude of viewing (hard) work as a central live interest and desirable life goal.
Work Ethic
41
Research-based explanations of how and why people think, feel, and act as they do.
Theories
42
The state existing when there is a dynamic balance between forces supporting and restraining any existing practice.
Equilibrium
43
Social environment of human-created beliefs, customs, knowledge, and practices that defines conventional behavior in a society.
Social Culture
44
Boundary Roles
Positions that require an ability to interact with different groups in order to keep a project successful.
45
Work-family Conflict
The dysfunctional result of competing demands placed on an employer from a. Variety of employment and non-work roles.
46
Morale
Level of job satisfaction within a group.
47
Change
Any **alteration** occurring in the work environment in which employees must act
48
Theories
Research-based explanations of how and why people think, feel, and act as they do.
49
Signature Experiences
Clearly defined and dramatic devices that convey a key element of the firm's culture and vividly reinforce the values of the organization.
50
Storytelling
The process of using memorable stores to help forge a culture and communicate key values to employees.
51
Role
Pattern of actions expected of a person. ## Footnote (in activities involving others)
52
Persons born between about 1980-2000, who often have skills and interest in social media and a variety of digital technologies.
Generation Y
53
The values, beliefs, and norms shared by an organization's members.
Organizational Culture
54
Individualism
Cultural emphasis on placing greatest importance on individual rights and freedoms, loosely knit social networks, and self respect.
55
Feelings and beliefs that largely determine how employees will perceive their environment, commit themselves to intended actions, and ultimately behave.
Attitudes
56
Organizational Socialization
Continuous process of transmitting key elements of an organizations culture to its employees.
57
Committee
A group designated and delegated authority with regard to the problem at hand
58
Set of favorable or unfavorable feelings with which employees view their work.
Job satisfaction
59
The process of using memorable stores to help forge a culture and communicate key values to employees.
Storytelling
60
Teams that draw their members from more than one specialty area.
Cross-functional Teams
61
Expectancy
Strength of belief that work-related effort will result in the successful completion of a task (performance)
62
Adaptation to the norms and expectations of others without independent thinking.
Conformity
63
Social Responsibility
Recognition that organization have significant influence on the social system, which must be considered and balanced in all organizational actions.
64
Clearly defined and dramatic devices that convey a key element of the firm's culture and vividly reinforce the values of the organization.
Signature Experiences
65
Norm
Informal group requirement for the behavior of group members.
66
Complex set of human relationships interacting in many ways.
Social System
67
Motivation
Strength of the drive toward an action.
68
Vision
Challenging and crystallized long-range portrait of what the organization and its members can and should be - a possible, and desirable, image of the future.
69
Culture
The unwritten social rules that shape individual behavior in different cultures.
70
Dynamic working balance among the interdependent parts of a system.
Social Eauilibrium
71
A group designated and delegated authority with regard to the problem at hand
Committee
72
Cross-functional Teams
Teams that draw their members from more than one specialty area.
73
Strength of belief that work-related effort will result in the successful completion of a task (performance)
Expectancy
74
Social Eauilibrium
Dynamic working balance among the interdependent parts of a system.
75
Status Deprivation
Loss of status, or a level of insufficient status, for a person. Also knowing as losing face
76
Psychological Contract
Unwritten agreement that defines the conditions of each employee's psychological involvement with the system - what they intend to give to it and receive from it.
77
The unwritten social rules that shape individual behavior in different cultures.
Culture
78
Challenging and crystallized long-range portrait of what the organization and its members can and should be - a possible, and desirable, image of the future.
Vision
79
Strength of the drive toward an action.
Motivation
80
A subgroup of individuals (within a larger culture) whose values, norms, and behavior are substantially different.
Counterculture
81
Leaders who serve as examples for their followers.
Role Models
82
Conformity
Adaptation to the norms and expectations of others without independent thinking.
83
Feeling that arises when others have different perceptions or expectations of a person's role.
Role Conflict
84
Visible external things that attach to a person or workplace and serve as evidence of social rank.
Status symbols
85
Behavior modification consequence that influences future behavior.
Reinforcement
86
Philosophy and programs asserting that differences among people need to be recognized, acknowledged, appreciated, and used to collective advantage.
Valuing Diversity
87
Valuing Diversity
Philosophy and programs asserting that differences among people need to be recognized, acknowledged, appreciated, and used to collective advantage.
88
Socialization
See organizational socialization.
89
Discrimination
Biased treatment of other individuals or groups.
90
Protégé
Person who received and accepts advice and examples from a trusted mentor.
91
Any **alteration** occurring in the work environment in which employees must act
Change
92
Social rank of a person in a group.
Status
93
Informal group requirement for the behavior of group members.
Norm
94
Individual's own view of the word.
Perception
95
Open systems
Systems that engage in exchanges with their environments through their boundaries, receiving input, and providing output.
96
Feeling that arises when roles are inadequately defined or are substantially unknown.
Role Ambiguity
97
Positions that require an ability to interact with different groups in order to keep a project successful.
Boundary Roles
98
Recognition, acknowledgement, and positive use of the rich variety of differences among people at work.
Cultural Diversity
99
Leaders who view their roles as caretakers, guardians, and develops employee talent.
Steward
100
Steward
Leaders who view their roles as caretakers, guardians, and develops employee talent.
101
Dysfunctional Effect
Unfavorable impact of an action or a change on a system.
102
Mission
Statement that identified what business and organization is operating on, the market niches it is trying to service, its customers, and the reasons for its existence.
103
Conflict
Disagreement over goals to attain or the methods used to accomplish those goals.
104
Attitudes
Feelings and beliefs that largely determine how employees will perceive their environment, commit themselves to intended actions, and ultimately behave.
105
Generation Y
* Born between 1980-2000 * Often have skills / interest in social media and a variety of digital technologies.
106
How people think they are supposed to act in their own roles and think others should act in their roles.
Role Perceptions
107
Work Ethic
Employee attitude of viewing (hard) work as a central live interest and desirable life goal.
108
Role Ambiguity
Feeling that arises when roles are inadequately defined or are substantially unknown.
109
Hierarchies of status that define employee rank relative to others in the group.
Status systems
110
Perception
Individual's own view of the word.
111
Mentor
Person who serves as a role model to help other employees gain valuable advice on roles to play and behaviors to avoid.
112
Role Perceptions
How people think they are supposed to act in their own roles and think others should act in their roles.

Human Behavior in Organizations (1 decks)

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