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BUS 200 Final > Chapter 9 > Flashcards

Chapter 9 Flashcards

1
Q

Performance behaviours

A

directly involved in performing a job. An assembly-line worker who stands next to a moving conveyor and attaches parts to a product as it passes by

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2
Q

Employee behaviour

A

actions of employees that directly or indirectly influences the organization’s effectiveness.

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3
Q

Citizenship behaviour

A

Employee behaviour that is positive for the company. Working late to help boss, takes time to welcome newcomers and show them around

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4
Q

counterproductive behaviours

A

behaviours that are negative for the business. absenteeism, tardiness

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5
Q

big 5 personality traits

A

ACEEO
agreeableness, conscientiousness, emotional stability, extraversion, and openness.

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6
Q

emotional intelligence

A

the ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and defuse conflict

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7
Q

locus of control

A

the extent to which people believe that their behaviour has a real
effect on what happens to them

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8
Q

self-efficacy

A

person’s belief about their capabilities to perform a task.

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9
Q

Authoritarianism

A

“leaders behaviour that asserts absolute authority and control over subordinates and [that] demands unquestionable obedience from subordinates. Doesn’t allow for much autonomy.

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10
Q

Machiavellianism

A

the ability to be manipulative, and a drive to use whatever means necessary to gain power

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11
Q

Risk propensity

A

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

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12
Q

cognition

A

the knowledge a person has about someone or something

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13
Q

Cognitive dissonance

A

a mental conflict that occurs when your beliefs don’t line up with your actions. (You want to be healthy, but you don’t exercise regularly or eat a nutritious diet.)

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14
Q

affect

A

a person’s feelings toward someone or something.

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15
Q

Intention

A

an aim or plan, guides a person’s behaviour

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16
Q

Organizational commitment

A

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

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17
Q

Psychological contract

A

The set of expectations held by an employee concerning what they will contribute to an organization (contributions) and what the organization will provide the employee (inducements) in return.

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18
Q

examples of contributions and inducements in a psychological contract

A

contributions from the individual - * effort * ability
* loyalty * skills * time * competence
Inducements from the organization - pay * benefits
* job security * status
* promotion opportunities

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19
Q

classical theory of motivation

A

A theory of motivation that presumes workers are motivated almost solely by money

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20
Q

hawthorne affect

A

The tendency for workers’ productivity to increase when they feel they are getting special attention from management.

21
Q

theory X

A

A management approach based on the belief that people must be forced to be productive because they are naturally lazy, irresponsible, and uncooperative

22
Q

theory Y

A

A management approach based on the belief that people want to be productive because they are naturally energetic, responsible, and cooperative

23
Q

Hierarchy of human needs model

A

SEBSP
Theory of motivation: five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher-level needs:
self-actualization needs
esteem needs
belonging needs
safety needs
Physiological needs,

24
Q

Physiological needs

A

those concerned with survival; they include food, water, shelter, and sleep

25
Q

security needs

A

include the needs for stability and protection from the unknown.

26
Q

social needs

A

include the needs for friendship and companionship

27
Q

Esteem needs

A

include the needs for status, recognition, and self-respect.

28
Q

Self-actualization needs

A

need for personal growth/development throughout life
- self fulfillment
- realizing potential
- creativity

29
Q

Two-factor Theory

A

Job satisfaction depends on 2 things
- hygiene factors
- motivation factors

First ensure hygiene is good then address motivation factors

30
Q

The Acquired Needs theory

A

Theory that individuals have 3 acquired needs and 1 usually dominates for each person
achievement, affiliation and power

31
Q

expectancy theory

A

people are motivated to work toward rewards that they want that they believe they have a reasonable chance of getting

32
Q

equity theory

A

Peoples motivation is largely driven by sense of fairness
people compare
- what they contribute to job and what they get in return
- their input/output ratio with other employees.

33
Q

Reinforcement

A

Controlling and modifying employee behaviour through the use of systematic rewards and punishments for specific behaviours.

34
Q

Goal-setting theory

A

The theory that people perform better when they set specific, quantified, time-framed goals

35
Q

Management by objectives (MBO)

A

the process of setting specific objectives for your employees to work towards
- MBO in action would be a company that has a quarterly objective to earn 30% of overall revenue from their marketing efforts. To achieve this objective, they break it down into personal objectives for each team member

36
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

37
Q

flextime

A

allows employees to choose when they work

38
Q

compressed workweek

A

employees work longer days but then have more days off

39
Q

telecommuting

A

Allowing employees to do all or some of their work away from the office

40
Q

worksharing

A

A method of increasing employee job satisfaction by allowing two people to share one job.

41
Q

Trait approach

A

A leadership approach focused on identifying the essential traits that distinguished leaders and looking for those new leaders, basically would say those without these traits would be bad leaders
- didn’t really work when list of traits became so long
-

42
Q

Behavioural approach

A

A leadership approach focused on determining what behaviours are employed by leaders.

43
Q

Situational (contingency) approach to leadership

A

A leadership approach in which appropriate leadership behaviour varies from one situation to another

44
Q

Transformational vs transactional leadership

A

Transactional: create systems that encourage their followers to perform well through rewards/ punishments
transformational: give followers a vision for the future and inspire them to achieve the best outcomes.

45
Q

Charismatic leadership

A

motivate and influence others with their personality and charm

46
Q

autocratic, democratic, and free-rein leadership

A

Autocratic: leader makes decisions and expects everyone to follow their orders.
Democratic: requests employees thoughts but in the end still has the power to make final decisions
Free-rein: leaders are hands-off (they are an advisor) and allow group members to make the decisions

47
Q

personality vs attitude

A

Personality is basically a combination of quality or the CHARACTERISTICS of any individual. On other hands, attitude refers to a way of thinking, belief or an emotion of an individual OPINION

48
Q

Key work related attitudes

A

job-satisfaction, organizational commitment

BUS 200 Final (5 decks)

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