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ORGB 2811 > Definitions > Flashcards

Definitions Flashcards

1
Q

Attribution Theory

A

The cognitive process by which people interpret the reasons or causes for their behaviour

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2
Q

Self-serving bias

A

The tendency for individuals to attribute success of an event/project to their own actions while attributing failure to others

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3
Q

Fundamental attribution error

A

The tendency to underestimate the effects of external or situational causes of behaviour and to over estimate the effects of internal or personal causes

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4
Q

Trait theory

A

Individual behaviour can be understood by breaking behaviour patterns down into a series of traits

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5
Q

Basic incongruitiy thesis

A

What individuals what from organizations, what organizations want from individuals and how these two potentially conflicting sets of desires are harmonized

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6
Q

MARS model of behaviour

A

Motivation
Ability
Role Perception
Situational Factors

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7
Q

Content theories

A

People act based on what motivates them
Murray’s manifest needs theory
McClelland’s learned needs theory
Maslow’s hierarchy of needs
Herzberg’s motivator-hygiene theory

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8
Q

Murray’s manifest needs theory

A

Human behaviour is driving by the desire to satisfy needs. Primary needs are physiological. Secondary needs are psychological.

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9
Q

McClelland learned needs theory

A

Need for achievement (nAch)
Need for affiliation (nAff)
Need for power (nPow)

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10
Q

Maslow’s hierarchy of needs

A

Human needs are arranged hierarchically. before one type of need can manifest itself, other needs must be satisfied. 5 needs:
1. physiological
2. safety and security
3. social
4. ego and esteem
5. self-actualization.

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11
Q

Alderfer’s ERG theory

A

needs move in any direction:
- existence
- relatedness
- growth

You can regress due to frustration

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12
Q

Herzberg’s motivator-hygiene theory

A

Motivation and satisfaction are two sets of needs.
Motivation = job content
Hygiene = job context = avoid dissatisfaction.

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13
Q

Self-determination theory

A

Explains the causes of motivation and the effects of extrinsic rewards on intrinsic motivation.

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14
Q

Process theories of motivation

A

Try to explain why behaviours are initiated
-operant conditioning
-equity theory
- goal theory
- expectancy theory

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15
Q

Classical conditioning

A

The process whereby a stimulus-response bond is developed between a conditioned stimulus and a conditioned response through the repeated linking of a conditioned stimulus with an unconditioned stimulus (e.g. Pavlov)

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16
Q

Operant conditioning

A

Measures the effects of reinforcements, or rewards on desired behaviours. People will do things for which they are rewarded and avoid doing something they are punished for

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17
Q

Equity theory

A

Motivation is affected by the outcomes we receive for our inputs compared to other people’s outcomes and inputs.

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18
Q

Goal theory

A

Goals that are clear, specific and challenging (SMART) are more motivating than vague or easy goals

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19
Q

Expectancy theory

A

We will exert much effort to perform at high levels to obtain valued outcomes

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20
Q

Central tendency error

A

Supervisors rate most of their employees within a narrow range (all 5s, all the time)

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21
Q

Strictness or leniency error

A

When a supervisor is overly strict or overly lenient in evaluations

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22
Q

Halo effect

A

Supervisor assigns the same rating for each factor being evaluated

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23
Q

Recency error

A

Focusing on an employee’s most recent behaviour in the evaluation process

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24
Q

Basis for reward distribution

A

- power (by hierarchy)
- equality (by job classification)
- social welfare (by need)
- distributive justice (by contribution)

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25
Q

Types of group incentive programs

A

- profit sharing
- gain-sharing
- skills-based incentives
-lump sum pay increases
- participative pay decisions
- flexible benefit systems

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26
Q

Types of rewards

A

- intrinsic
- extrinsic
- gain-sharing
- skill-based incentives

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27
Q

Types of power

A

- referent
- expert
- legitimate
- coercive
- reward

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28
Q

Tannenbaum & Schmidt Continuum

A

Theory of leadership. Autocratic -> participative -> free-reign

29
Q

Theory X and Theory Y

A

Theory X: assumes that the average individual dislikes work and is incapable of exercising self-direction and self-control (needs high level of leadership).

Theory Y: believes that people have creative capacities, as well as both the ability and desire to exercise self-direction and self-control (need freedom).

30
Q

Great man theory

A

Some people are just born with the necessary attributes to be great leaders

31
Q

Trait theory

A

Great leaders have great qualities:
- drive
- motivation to lead others
- honesty & integrity
- self-confidence
- cognitive ability
- knowledge of the business

32
Q

Ohio state university approach to leadership

A

Consideration addresses the group’s maintenance needs through relationship behaviour

Initiates structure to address task needs.

33
Q

University of Michigan approach to leadership

A

Job-centred behaviours
Employee-member-centred behaviour

34
Q

Fiedler’s contingency model/ contingency theory

A

Situational theory of leadership. Leaders must assess the situation and construct a proper match of leadership style to the situation. (Match the situation to the leader that possesses those traits)

35
Q

Path goal theory

A

Situational leadership theory. Leaders must match their style to the situation to provide relevant motivation , satisfaction and performance.
- supportive leadership
- directive leadership
- participative leadership
- achievement oriented leadership

36
Q

3 types of power

A

Coercive: involves forcing someone to comply with one’s wishes
Utilitarian: power based on performance-reward contingencies
Normative: members believe the organization has a right to govern their behaviour

37
Q

French & Raven bases of power

A

Referent: having desireable resources or personal traits
Expert: expertise, exceptional skill or knowledge
Legitimate: having a right to exert power in a particular domain
Reward: controlling the reward someone wants
Coercive: controlling the punishment someone does not want

38
Q

Sources of conflict

A

Task interdependencies
Status inconsistencies
Jurisdictional ambiguities
Communication problems
Dependence on common resource pool
Lack of common performance standards
Individual differences

39
Q

Model of the conflict process

A

1. Frustration
2. Conceptualization
3. Behaviour
4. Outcome

40
Q

Ways of handling conflict

A

Competing
Collaborating
Compromising
Avoiding
Accommodating

41
Q

How to prevent group conflict

A

- emphasize organization-wide goals
- provide stable, well structured tasks
- facilitate inter-group communication
- avoid win-lose situations

42
Q

Distributive bargaining

A

Win-lose bargaining

43
Q

Integrative bargaining

A

Win-win bargaining

44
Q

Reflective decision-making

A

An organized and systematic system that is logical, analytical and deliberate.

45
Q

Reactive/reflexive decision making

A

Possesses a quick, impulsive and intuitive quality, relying on habits or emotions to guide which direction

46
Q

Programmed decisions

A

Follow clear guidelines.

47
Q

Non-programmed decisions

A

Novel and lack clear guidelines

48
Q

The decision-making process

A

1. Decide to decide
2. Generate multiple alternatives.
3. Analyze the alternatives
4. Select an alternative
5. Implement the selected alternative
6. Evaluate its effectiveness

49
Q

Barriers to decision-making

A

Bounded rationality
Escalation of commitment
Time constraints
Uncertainty
Personal biases
Conflict (process and relationship)

50
Q

Mintzberg’s management roles

A

1. Interpersonal role (figurehead, liaison, formal authority)
2. Informational role (monitor, disseminate, spokesperson)
3. Decisional role (entrepreneurs, resource allocation, negotiator)

51
Q

Max Webber’s theory

A

Organizations would be more efficient if they divided their labour duties (bureaucratic model)

52
Q

types of innovation

A

Sustaining
Disruptive
Incremental
Radical

53
Q

Lewin’s change model

A

1. Unfreeze: Existing customs, routines and practices need to be disrupted
2. Move: Changes are introduced to shift the system to a new state of reality
3. Re-freeze: Reinforce the new customs and practices

54
Q

Kotter’s change model

A

8 steps to change. Useful in hierarchies. Similar to Lewin’s but more complicated (Unfreeze, move, re-freeze)

55
Q

Appreciative Inquiry

A

A positive, abundance-based approach to change.
Define
Discover
Dream
Design
Destiny

56
Q

Types of change

A

Structural
technological
Cultural

57
Q

Dimensions of change

A

1. Scope (incremental, transformational or strategic)
2. Level (individual, group or organizational)
3. Intentionality (planned or unplanned)

58
Q

Types of change

A

Deficit-based change
Abundance-based change
Top-down change
Bottom-up/emergent

59
Q

Complex Adaptive Systems

A

Assumes an organization is constantly developing and adapting to its environment, like a living organism.

60
Q

Cognitive diversity hypothesis

A

Different perspectives lead to innovative problem solving and creativity

61
Q

Similarity-attraction paradigm

A

People like people like themselves

62
Q

Social cognitive theory

A

People categorize information so that it can be analyzed clearly and efficiently

63
Q

Social identity theory

A

We categorize others based on belonging to an in group and out group.

64
Q

Schema theory

A

People encode information about others based on their demographics which affects their interactions with one another

65
Q

Justification-suppression model

A

Irrational people may prove their biases by justifying them for their benefit

66
Q

Diversity paradigms

A

Discrimination and fairness
Access and legitimacy
Learning and effectiveness

67
Q

Kanfer’s self-management model

A

1. Self monitoring (what am I doing wrong?)
2. Self evaluation (What should I be doing?)
3. Self reinforcement (Everyone is ok now)

68
Q

Tuckman’s stages of group development

A

1. Forming
2. Storming
3. Norming
4. Performing

ORGB 2811 (1 decks)

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