Final Book Terms Flashcards
(147 cards)
1
Q
person - environment fit (PE)
A
the compatibility between an individual and a work environment that occurs when their characteristics are well matched
2
Q
person - organization fit (PO)
A
the extent to which your personality and values match the climate and culture in an organization
3
Q
organizational culture
A
the set of shared, taken for granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments
4
Q
4 important aspects of organizational culture
A
shared concept
learned over time
influences our behavior at work
impacts outcomes at multiple levels
5
Q
3 levels of organizational structure
A
observable artifacts
espoused values
basic underlying assumptions
6
Q
artifacts
A
the physical manifestation of an organization’s culture
7
Q
espoused values
A
the explicitly stated values and norms that are preferred by an organization
8
Q
enacted values
A
the values and norms that are actually exhibited or converted into employee behavior
9
Q
basic underlying assumptions
A
organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior
10
Q
sustainability
A
a company’s ability to make a profit without sacrificing the resources of its people, the community and the planet
11
Q
4 functions of an organization’s culture
A
organizational identity
collective commitment
social system stability
sense making device
12
Q
competing values framework CVF
A
provides a practical way for managers to understand, measure, and change organizational culture
13
Q
clan culture
A
an internal focus and value flexibility rather than stability and control
14
Q
adhocracy culture
A
have an external focus and value flexibility
15
Q
market culture
A
have a strong external focus and value stability and control
16
Q
hierarchy culture
A
have an internal focus, which produces a more formalized and structured work environment, and values stability and control over flexibility
17
Q
vision
A
a long term goal that describes what an organization wants to become
18
Q
strategic plan
A
outlines an organization’s long term goals and the actions necessary to achieve those goals
19
Q
rites and rituals
A
the planned and unplanned activities and ceremonies that are used to celebrate important events or achievements
20
Q
organizational socialization
A
the process by which a person learns the values, norms, and required behaviors which permit him to participate as a member of the organization
21
Q
anticipatory socialization phase
A
occurs before an individual actually joins an organization
22
Q
realistic job preview RJP
A
giving recruits a realistic idea of what lies ahead by presenting both positive and negative aspects of the job
23
Q
encounter phase
A
employees come to learn what the organization is really like
24
Q
onboarding
A
helps employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics and by clarifying work-role expectations and responsibilities
25
change and acquisition phase
requires employees to master important tasks and roles and to adjust to their work group's values and norms
26
mentoring
the process of forming and maintaining intensive and lasting developmental relationships between a variety of developers and a junior person
27
diversity of developmental relationships
reflects the variety of people within the network an individual uses for developmental assistance
28
developmental relationship strength
represents the quality of relationships among the individual and those involved in his or her developmental network
29
individual differences (IDs)
broad category used to collectively describe the vast number of attributes that describe you as a person
30
intelligence
represents an individual's capacity for constructive thinking, reasoning, and problem solving
31
practical intelligence
ability to solve everyday problems by utilizing knowledge gained from experience in order to purposefully adapt to, shape, and select environments
32
personality
the combination of stable physical, behavioral, and mental characteristics that give individuals their unique identities
33
Big Five Personality Dimensions
5 basic dimensions that simplify more complex models of personality: extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience
34
proactive personality
someone who is relatively unconstrained by situational forces and who affects environmental change; proactive people identify opportunities and act on them, show initiative, take action, and persevere until meaningful change occurs
35
core self evaluations (CSEs)
```
represent a broad personality trait comprised of four narrower and positive individual traits:
generalized self efficacy
self esteem
locus of control
emotional stability
```
36
self efficacy
a person's belief about his or her chances of successfully accomplishing a specific task
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self esteem
your general belief about your own self worth
38
locus of control
a relatively stable personality characteristic that describes how much personal responsibility you take for your behavior and its consequences
39
internal locus of control
people who believe they control the events and consequences that affect their lives
40
external locus of control
those who believe their performance is the product of circumstances beyond their immediate control
41
emotional stability
tendency to be relaxed, secure, unworried, and less to experience negative emotions under pressure
42
emotional intelligence
ability to monitor your own emotions and those of others, to discriminate among them, and to use this information to guide your thinking and actions
43
emotions
complex, relatively brief responses aimed at a particular target, such as a person, information, experience, event or nonevent; also changes psychological and/or physiological states
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emotion display norms
rules that dictate which types of emotions are expected and appropriate for their members to show
45
deliberate practice
which is a demanding, repetitive, and assisted program to improve one's performance
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perception
cognitive process that enables us to interpret and understand our surroundings
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attention
process of becoming consciously aware of something or someone
48
schema
represents a person's mental picture or summary of a particular event or type of stimulus
49
implicit cognition
represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness
50
stereotype
individual's set of beliefs about the characteristics or attributes of a group
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casual attributions
suspected or inferred causes of behavior
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consensus
compares an individual's behavior with that of his or her peers
53
distinctiveness
compares a person's behavior on one task with his or her behavior on other tasks
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consistency
judges if the individual's performance on a given task is consistent over time
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fundamental attribution bias
reflects one's tendency to attribute another person's behavior to his or her personal characteristics, as opposed to situational factors
56
self-serving bias
represents one's tendency to take more personal responsibility for success than for failure
57
demographics
statistical measurements of populations and their qualities over time
58
diversity
represents the multitude of individual differences and similarities that exist among people
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surface level characteristics
those that are quickly apparent to interactants, such as race, gender, and age
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deep level characteristics
those that take time to emerge in interactions, such as attitudes, opinions, and values
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discrimination
occurs when employment decisions about an individual are due to reasons not associated performance or not related to the job
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affirmative action
artificial intervention program aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past
63
managing diversity
enables people to perform up to their maximum potential
64
access and legitimacy perspective
based in recognition that the organization's markets and constituencies are culturally diverse
65
glass ceiling
used to represent an invisible but absolute barrier or solid roadblock that prevents women from advancing to higher level positions
66
diversity climate
a subcomponent of an organization's overall climate and is defined as the employees' aggregate perceptions about the organization's diversity related formal structure characteristics and informal values
67
psychological safety
reflects the extent to which people feel safe to express their ideas and beliefs without fear of negative consequences
68
on-ramping
represents the process companies use to encourage people to reenter the workforce after a temporary career break
69
recruiting
any activity carried on by the organization with the primary purpose of identifying and attracting potential employees
70
employment at will
employment principle that if there is no specific employment contract saying otherwise, the employer or employee may end an employment relationship at any time, regardless of cause
71
due process policies
policies that formally lay out the steps an employee may take to appeal the employer's decision to terminate that employee
72
job posting
the process of communicating information about a job vacancy on company bulletin boards, in employee publications, on corporate intranets, and anywhere else the organization communicates with employees
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direct applicants
people who apply for a vacancy without prompting from the organization
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referrals
people who apply for a vacancy because someone in the organization prompted them to do so
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nepotism
the practice of hiring relatives
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yield ratio
a ratio that expresses the percentage of applicants who successfully move from one stage of the recruitment and selection process to the next
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cost per hire
the total amount of money spent to fill a job vacancy; the number is computed by finding the cost of using a particular recruitment source and dividing that cost by the number of people hired to fill that type of vacancy
78
personnel selection
the process through which organizations make decisions about who will or will not be allowed to join the organization
79
reliability
the extent to which a measurement is free from error
80
validity
the extent to which performance on a measure is related to what the measure is designed to assess
81
criterion related validity
a measure of validity based on showing a substantial correlation between test scores and job performance scores
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predictive validation
research that uses the test scores of all applicants and looks for a relationship between the scores and future performance of the applicants who were hired
83
concurrent validation
research that consists of administering a test to people who currently hold a job, then comparing their scores to existing measures of performance
84
content validity
consistency between the test items or problems and the kinds of situations or problems that occur on the job
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construct validity
consistency between a high score on a test and high level of a construct such as intelligence or leadership ability, as well as between mastery of this construct and successful performance of the job
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generalization
valid in other concepts beyond the context in which the selection method was developed
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utility
the extent to which something provides greater economic value than its cost
88
Immigration Reform and Control Act of 1986
federal law requiring employers to verify and maintain applicants' legal rights to work in the US
89
aptitude tests
tests that assess how well a person can learn or acquire skills and abilities
90
achievement tests
tests that measure a person's existing knowledge and skills
91
cognitive ability tests
tests designed to measure such mental abilities as verbal skills, quantitative skills and reasoning ability
92
assessment center
a wide variety of specific selection programs that use multiple selection methods to rate applicants or job incumbents on their management potential
93
nondirective interview
a selection interview in which the interviewer has great discretion in choosing questions to ask each candidate
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structured interview
a selection interview that consists of a predetermined set of questions for the interviewer to ask
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situational interview
a structured interview in which the interviewer describes a situation likely to arise on the job, then asks the candidate what he or she would do in that situation
96
behavior description interview BDI
a structured interview in which the interviewer asks the candidate to describe how he or she handled a type of situation in the past
97
panel interview
selection interview in which several members of the organization meet to interview each candidate
98
multiple hurdle model
process of arriving at a selection decision by eliminating some candidates at each stage of the selection process
99
compensatory model
process of arriving at a selection decision in which a very high score on one type of assessment can make up for a low score on another
100
unity of command principle
specifies that each employee should report to only one manager
101
span of control
refers to the number of people reporting directly to a given manager
102
staff personnel
do background research and provide technical advice and recommendations to their line managers
103
line managers
generally have the authority to make decisions for their units
104
closed system
sell-sufficient entity
105
open system
depends on constant interaction with the environment for survival
106
learning organization
one that proactively creates, acquires, and transfers knowledge and that changes its behavior on the basis of new knowledge and insights
107
organizational design
the structures of accountability and responsibility used to develop and implement strategies, and the human resource practices and information and business processes that activate those structures
108
functional structure
groups people according to the business functions they perform
109
divisional structure
employees are segregated into organization groups based on similar products or services, customers or clients, or geographic regions
110
matrix structure
combines a vertical structure with an equally strong horizontal overlay
111
horizontal structure
teams or workgroups, either temporary or permanent, are created to improve collaboration and work on common projects
112
boundaryless organization
one where management has largely succeeded in breaking down barriers between internal levels, job functions and departments, as well as reducing external barriers between the association and those with whom it does business
113
hollow (network) structure
designed around a central core of key functions and outsources other functions to other companies or individuals who can do them cheaper or faster
114
modular structure
the company assembles product parts, components, or modules provided by external contractors
115
virtual structure
one whose members are geographically apart, usually working with email and other forms of information technology, yet which generally appears to customers as a single, unified organization with a real physical location
116
contingency approach to organization design
organizations tend to be more effective when they are structured to fit the demands of the situation
117
mechanistic organizations
rigid bureaucracies with strict rules, narrowly defined tasks, and top-down communication
118
organic organizations
flexible networks of multitalented individuals who perform a variety of tasks
119
centralized decision making
occurs when key decisions are made by top management
120
decentralized decision making
occurs when important decisions are made by middle and lower level managers
121
strategic constituency
any group of individuals who have some stake in the organization
122
innovation
the creation of something new that makes money
123
product innovation
change in the appearance or performance of a product or service or the creation of a new one
124
process innovation
a change in the way a product or service is conceived, manufactured or distributed
125
core innovations
targeted at existing customers and rely on optimizing existing products and services for existing customers
126
transformational innovations
targeted at creating new markets and customers and rely on developing breakthroughs and inventing things that currently don't exist
127
seeds of innovation
represent the starting points for organizational innovation
128
failure
occurs when an activity fails to deliver its expected results or outcomes
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external forces for change
originate outside the organization
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internal forces for change
come from inside the organization
131
adaptive change
least complex, costly and uncertain form of change; involves reimplementation of a change in the same organizational unit at a later time or imitation of a similar change by a different unit
132
innovative change
falls midway on the continuum of complexity cost and uncertainty
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radically innovative change
the most complex, costly and uncertain
134
mission statements
represent the reason organizations exist
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readiness for change
beliefs, attitudes, and intentions regarding the extent to which changes are needed and the capacity available to successfully implement those changes
136
resistance to change
any thought, emotion, or behavior that does not align with real or potential changes to existing routines
137
change agent
someone who is a catalyst in helping organizations to deal with old problems in new ways
138
dispositional resistance to change
less likely to voluntarily initiate changes and more likely to form negative attitudes toward the changes they encounter
139
stress
an adaptive response to environmental demands, referred to as stressors, that produce adaptive response that include physical, emotional, and behavioral reactions that are influenced by individual differences
140
eustress
stress associated with positive emotions and outcomes
141
stressors
factors that produce stress
142
presenteeism
when employees show up but are sick or otherwise in no condition to work productively
143
primary appraisals
perceptions of whether a stressor is irrelevant, positive or negative
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secondary appraisals
perceptions of how able you are to deal or cope with a given demand
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control strategy
consists of using behaviors and cognitions to directly anticipate or solve problems
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escape strategies
those in which you avoid or ignore stressors
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symptom management strategies
focus on reducing the symptoms of stress
