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Intro to Business > Chapter 8/10 > Flashcards

Chapter 8/10 Flashcards

0
Q

Organization Citizenship:

A

Positive behaviors that do not directly contribute to the bottom line. (Doing good things beyond just being productive at their actual work)

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1
Q

Performance Behaviors:

A

Total set of work-related behaviors that the organization expects employees to display.

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2
Q

Counterproductive behavior:

A

Behaviors that detract from organizational performance.

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3
Q

Absenteeism:

A

When an employee does not show up for work.

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4
Q

Turnover:

A

Annual percentage of an organization’s workforce that leaves and must be replaced.

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5
Q

Big 5 personality traits:

A
  1. Agreeableness: persons ability to get along with others.
  2. Conscientiousness: individuals persistence, dependableness, and orderliness.
  3. Emotionality: degree to which people tend to be positive or negative in their outlook and behaviors toward others.
  4. Extroversion: person’s comfort level with relationships. (Introvert/extrovert)
  5. Openness: reflects how open or rigid a person is in terms of his or her beliefs.
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6
Q

Myers-Briggs type indicator (MBTI):

A

A popular questionnaire that some organizations use to assess personality types.

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7
Q

Emotional Intelligence (Emotional Quotient):

A

Extent to which people are self aware, can manage their emotions, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills.

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8
Q

Locus of control:

A

Extent to which people believe that their behavior has a real effect on what happens to them.

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9
Q

Self efficacy:

A

A person’s belief about his or her capabilities to perform a task.

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10
Q

Authoritarianism:

A

The extent to which a person believes that power and status differences are appropriate within hierarchical social systems such as organizations.

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11
Q

Machiavellianism:

A

Used to describe behavior directed at gaining power and controlling the behavior of others.

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12
Q

Self-esteem:

A

The extent to which a person believes that he or she is a worthwhile and deserving individual.

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13
Q

Risk Propensity:

A

The degree to which a person is willing to take chances and make risky decisions

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14
Q

Attitudes:

A

A person’s beliefs and feelings about specific ideas, situations, or people.

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15
Q

Cognitions:

A

The knowledge a person presumes to have about something.

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16
Q

Affect:,

A

A person’s feelings toward something.

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17
Q

Intention:

A

Part of an attitude that guides a person’s behavior.

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18
Q

Cognitive Dissonance:

A

When two sets of cognitions or perceptions are contradictory or incongruent.

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19
Q

Job Satisfaction:

A

Degree of enjoyment that people derive from performing their jobs.

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20
Q

Organizational Commitment:,

A

An individual’s identification with the organization and its mission.

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21
Q

Psychological Contract:

A

Set of expectations held by an employee concerning what he or she will contribute to an organization, and what the organization will in return provide the employee.

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22
Q

Person-Job Fit:

A

The extent to which a person’s contributions and the organizations inducements match one another.

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23
Q

Classical Theory of Motivation:

A

Theory holding that workers are motivated solely by money.

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24
Q

Hawthorne Effect:

A

Tendency for productivity to increase when workers believe they are receiving special attention from management.

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25
Q

Theory X:

A

Theory of motivation holding that people are naturally lazy and uncooperative.

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26
Q

Theory Y:

A

Theory of motivation holding that people are naturally energetic, growth-oriented, self-motivated, and interested in being productive.

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27
Q

Hierarchy of Human Needs model:

A

Theory of motivation describing 5 levels of human needs that must be fulfilled before people work to satisfy higher level needs.

Lowest to highest:
Physiological needs
Security 
Social
Esteem
Self-actualization
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28
Q

Two factor theory:

A

Theory of motivation holding that job satisfaction depends on two factors, hygiene, and motivation.

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29
Q

Need for achievement:

A

An individual’s desire to accomplish a goal or task as effectively at possible.

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30
Q

Need for affiliation:

A

Individuals desire for human companionship.

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31
Q

Need for power:

A

The desire to control one’s environment, including financial, material, informational, and human resources.

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32
Q

Expectancy theory:

A

Theory of motivation holding that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining.

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33
Q

Equity Theory:

A

Theory of motivation holding that people evaluate their treatment by the organization relative to the treatment of others.

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34
Q

Positive reinforcement:

A

Reward that follows desired behaviors.

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35
Q

Punishment

A

Unpleasant consequences of an undesirable behavior.

36
Q

Social learning

A

Learning that occurs when people observe behaviors of others, recognize their consequences, and alter their own behavior as a result.

37
Q

Management by objectives:

A

Set of procedures involving both managers and subordinates in setting goals and evaluating progress.

38
Q

Participative management and empowerment:

A

Method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company.

39
Q

Job enrichment:

A

Method of increasing job satisfaction by adding one or more motivating factors to job activities.

40
Q

Job redesign:

A

Method of increasing job satisfaction by designing a more satisfaction by designing a more satisfactory fit between workers and their jobs. (Combing tasks, forming natural work groups, establishing client relationships)

41
Q

Work sharing (Job Sharing):

A

Method of increasing job satisfaction by allowing two or more people to share a single full-time job.

42
Q

Flextime Programs:

A

Method of increasing job satisfaction by allowing workers to adjust work schedules on a daily or weekly basis.

43
Q

Telecommuting:

A

Form of flextime that allows people to perform some or all of a job away from standard office settings.

44
Q

Human Resource Management:

A

Set of organizational activities directed at attracting, developing and maintaining an effective workforce.

45
Q

Human Capital:

A

Reflects the organizations investment in attracting, retaining, and motivating an effective workforce.

46
Q

Job specification:

A

Description of the skills abilities and other credentials and qualifications required by a job.

47
Q

Replacement chart:

A

List of each management position, who occupies it, how long that person will likely stay in the job, and who is qualified as a replacement.

48
Q

Employee information system (skills inventory):

A

Computerized system containing information on each employees education, skills, work, experiences, and career aspirations.

49
Q

Adverse impact:

A

When minorities and women meet or pass the requirement for a job at a Rate less than 80 percent of the rate of majority group members.

50
Q

Equal employment opportunity commission:

A

Federal agency enforcing several discrimination related laws.

51
Q

Affirmative action:

A

Intentionally seeking and hiring employees from groups that are underrepresented in the organizations.

52
Q

Quid pro quo harassment:

A

Form of sexual harassment in which sexual favors are requested in return for job-related benefits.

53
Q

Hostile work environment:

A

Form of sexual harassment deriving from off-color jokes, lewd comments and so forth.

54
Q

Employment at Will:

A

Principle, increasingly modified by legislation and judicial decision, that organizations should be able to retain or dismiss employees at their discretion.

55
Q

Patriot act:

A

Legislation that increased U.S. Govt power to investigate and prosecute suspected terrorists.

56
Q

Internal recruiting :

A

Considering present employees as candidates for openings.

57
Q

External recruiting:

A

Attracting person’s outside the organization to apply for jobs.

58
Q

Realistic job preview:

A

Providing the applicant with a real picture of what performing the job that the organization is trying to fill would be like.

59
Q

Wage:

A

Compensation in the form of money paid for time worked.

60
Q

Salary.

A

Compensation in the form of money paid for discharging the responsibilities of a job.

61
Q

Incentive program:

A

Special compensation program designed to motivate high performance.

62
Q

Bonus:

A

Individual performance incentive in the form of a special payment made over and above the employees salary.

63
Q

Merit salary system:

A

Individual incentive linking compensation to performance in nonsales jobs.

64
Q

Pay For Performance (variable pay):

A

Individual incentive that rewards a manager for especially productive output.

65
Q

Profit sharing plan:

A

Incentive plan for distributing bonuses to employees when company profits rise above a certain level.

66
Q

Gainsharing plan:

A

Incentive plan that rewards groups for productivity improvements.

67
Q

Pay-for-knowledge plan:

A

Incentive plan to encourage employees to leave new skills or become proficient at different jobs.

68
Q

Benefits:

A

Compensation other than wages and salaries.

69
Q

Workers compensation insurance:

A

Legally required insurance for compensating workers injured on the job.

70
Q

Cafeteria benefits plan:

A

Benefit plan that sets limits on benefits per employee, each of whom may choose from a variety of alternative benefits.

71
Q

Vestibule training:

A

Off the job training conducted in a simulated environment.

72
Q

Performance appraisal:

A

evaluation of an employees job performance to determine the degree to which the employee is performing effectively.

73
Q

360 degree feedback.

A

Performance appraisal technique in which managers are evaluated by everyone around them - their boss, their peers, and their subordinates.

74
Q

Knowledge workers:

A

Employees who are value because of the knowledge they possess.

75
Q

Contingent worker:

A

Employee hired on something other than a full-time basis to supplement an organizations permanent workforce.

76
Q

Labor union:

A

Group of individuals working together to achieve shared job-related goals, such as higher pay, shorter working hours, more job security, greater benefits, or better working conditions.

77
Q

Labor relations:

A

Process of dealing with employees who are represented by a union.

78
Q

Collective bargaining:

A

Process by which labor and management negotiate conditions of employment for Union-represented workers.

79
Q

Contract issues that are most important to union negotiators:

A

Compensation, benefits, job security.

80
Q

Cost of living adjustment:

A

Labor contract clause trying future raises to changes in consumer purchasing power.

81
Q

Wage reopener clause:

A

Clause allowing wage rates to be renegotiated during the life of a labor contract.

82
Q

Strike:

A

Labor action in which employees temporarily walk off the job and refuse to work.

83
Q

Work slowdown:

A

Labor action in which workers perform jobs at a slower than normal pace.

84
Q

Lockout:

A

Management tactic whereby workers are denied access to the employers workplace.

85
Q

Strike breaker

A

Worker hired as a permanent replacement or temporary replacement for a striking employee.

86
Q

Mediation:

A

Method of resolving a labor desolate which s third party suggests but does not impose.

87
Q

Arbitration:

A

Method of resolving a labor dispute which both parties agree to submit to the judgement of a neutral party.

Intro to Business (4 decks)

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