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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
Q

Disagreement over goals to attain or the methods used to accomplish those goals.

A

Conflict

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26
Q

Status Anxiety

A

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

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27
Q

Role Models

A

Leaders who serve as examples for their followers.

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28
Q

Systems that engage in exchanges with their environments through their boundaries, receiving input, and providing output.

A

Open systems

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29
Q

Status systems

A

Hierarchies of status that define employee rank relative to others in the group.

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30
Q

Pattern of actions expected is a person in activities involving others.

A

Role

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31
Q

Status symbols

A

Visible external things that attach to a person or workplace and serve as evidence of social rank.

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32
Q

Productivity

A

Ratio that compares units of output with units of input.

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33
Q

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.

A

Psychological Contract

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34
Q

Counterculture

A

A subgroup of individuals (within a larger culture) whose values, norms, and behavior are substantially different.

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35
Q

Insight

A

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

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36
Q

Prejudice

A

Negative attitudes toward other individuals or groups.

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37
Q

Person who received and accepts advice and examples from a trusted mentor.

A

Protégé

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38
Q

Negative attitudes toward other individuals or groups.

A

Prejudice

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39
Q

Biased treatment of other individuals or groups.

A

Discrimination

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40
Q

Employee attitude of viewing (hard) work as a central live interest and desirable life goal.

A

Work Ethic

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41
Q

Research-based explanations of how and why people think, feel, and act as they do.

A

Theories

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42
Q

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

A

Equilibrium

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43
Q

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

A

Social Culture

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44
Q

Boundary Roles

A

Positions that require an ability to interact with different groups in order to keep a project successful.

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45
Q

Work-family Conflict

A

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

46
Q

Morale

A

Level of job satisfaction within a group.

47
Q

Change

A

Any alteration occurring in the work environment in which employees must act

48
Q

Theories

A

Research-based explanations of how and why people think, feel, and act as they do.

49
Q

Signature Experiences

A

Clearly defined and dramatic devices that convey a key element of the firm’s culture and vividly reinforce the values of the organization.

50
Q

Storytelling

A

The process of using memorable stores to help forge a culture and communicate key values to employees.

51
Q

Role

A

Pattern of actions expected of a person.

(in activities involving others)

52
Q

Persons born between about 1980-2000, who often have skills and interest in social media and a variety of digital technologies.

A

Generation Y

53
Q

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

A

Organizational Culture

54
Q

Individualism

A

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

55
Q

Feelings and beliefs that largely determine how employees will perceive their environment, commit themselves to intended actions, and ultimately behave.

A

Attitudes

56
Q

Organizational Socialization

A

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

57
Q

Committee

A

A group designated and delegated authority with regard to the problem at hand

58
Q

Set of favorable or unfavorable feelings with which employees view their work.

A

Job satisfaction

59
Q

The process of using memorable stores to help forge a culture and communicate key values to employees.

A

Storytelling

60
Q

Teams that draw their members from more than one specialty area.

A

Cross-functional Teams

61
Q

Expectancy

A

Strength of belief that work-related effort will result in the successful completion of a task (performance)

62
Q

Adaptation to the norms and expectations of others without independent thinking.

A

Conformity

63
Q

Social Responsibility

A

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

64
Q

Clearly defined and dramatic devices that convey a key element of the firm’s culture and vividly reinforce the values of the organization.

A

Signature Experiences

65
Q

Norm

A

Informal group requirement for the behavior of group members.

66
Q

Complex set of human relationships interacting in many ways.

A

Social System

67
Q

Motivation

A

Strength of the drive toward an action.

68
Q

Vision

A

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
Q

Culture

A

The unwritten social rules that shape individual behavior in different cultures.

70
Q

Dynamic working balance among the interdependent parts of a system.

A

Social Eauilibrium

71
Q

A group designated and delegated authority with regard to the problem at hand

A

Committee

72
Q

Cross-functional Teams

A

Teams that draw their members from more than one specialty area.

73
Q

Strength of belief that work-related effort will result in the successful completion of a task (performance)

A

Expectancy

74
Q

Social Eauilibrium

A

Dynamic working balance among the interdependent parts of a system.

75
Q

Status Deprivation

A

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

76
Q

Psychological Contract

A

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
Q

The unwritten social rules that shape individual behavior in different cultures.

A

Culture

78
Q

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.

A

Vision

79
Q

Strength of the drive toward an action.

A

Motivation

80
Q

A subgroup of individuals (within a larger culture) whose values, norms, and behavior are substantially different.

A

Counterculture

81
Q

Leaders who serve as examples for their followers.

A

Role Models

82
Q

Conformity

A

Adaptation to the norms and expectations of others without independent thinking.

83
Q

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

A

Role Conflict

84
Q

Visible external things that attach to a person or workplace and serve as evidence of social rank.

A

Status symbols

85
Q

Behavior modification consequence that influences future behavior.

A

Reinforcement

86
Q

Philosophy and programs asserting that differences among people need to be recognized, acknowledged, appreciated, and used to collective advantage.

A

Valuing Diversity

87
Q

Valuing Diversity

A

Philosophy and programs asserting that differences among people need to be recognized, acknowledged, appreciated, and used to collective advantage.

88
Q

Socialization

A

See organizational socialization.

89
Q

Discrimination

A

Biased treatment of other individuals or groups.

90
Q

Protégé

A

Person who received and accepts advice and examples from a trusted mentor.

91
Q

Any alteration occurring in the work environment in which employees must act

A

Change

92
Q

Social rank of a person in a group.

A

Status

93
Q

Informal group requirement for the behavior of group members.

A

Norm

94
Q

Individual’s own view of the word.

A

Perception

95
Q

Open systems

A

Systems that engage in exchanges with their environments through their boundaries, receiving input, and providing output.

96
Q

Feeling that arises when roles are inadequately defined or are substantially unknown.

A

Role Ambiguity

97
Q

Positions that require an ability to interact with different groups in order to keep a project successful.

A

Boundary Roles

98
Q

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

A

Cultural Diversity

99
Q

Leaders who view their roles as caretakers, guardians, and develops employee talent.

A

Steward

100
Q

Steward

A

Leaders who view their roles as caretakers, guardians, and develops employee talent.

101
Q

Dysfunctional Effect

A

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

102
Q

Mission

A

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
Q

Conflict

A

Disagreement over goals to attain or the methods used to accomplish those goals.

104
Q

Attitudes

A

Feelings and beliefs that largely determine how employees will perceive their environment, commit themselves to intended actions, and ultimately behave.

105
Q

Generation Y

A
  • Born between 1980-2000
  • Often have skills / interest in social media and a variety of digital technologies.
106
Q

How people think they are supposed to act in their own roles and think others should act in their roles.

A

Role Perceptions

107
Q

Work Ethic

A

Employee attitude of viewing (hard) work as a central live interest and desirable life goal.

108
Q

Role Ambiguity

A

Feeling that arises when roles are inadequately defined or are substantially unknown.

109
Q

Hierarchies of status that define employee rank relative to others in the group.

A

Status systems

110
Q

Perception

A

Individual’s own view of the word.

111
Q

Mentor

A

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

112
Q

Role Perceptions

A

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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