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MGCR 222 > Key terms only chapt 1-4, 10-11 > Flashcards

Key terms only chapt 1-4, 10-11 Flashcards

1
Q

conceptual skills

A

capability to understand complex issues and underlying causes and to solve problems with broad implications

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2
Q

conventional OB

A

tends to emphasize materialism (i.e., financial well-being) and the interests of a narrow range of stakeholders in the immediate future

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3
Q

courage

A

is manifest in implementing initiatives that have potential to improve overall happiness even if this might threaten one’s own status and it implies hope that the world can be made a better place

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4
Q

critical thinking

A

involves actively questioning and evaluating assumptions and information

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5
Q

ideal types

A

fundamental models or theoretical extremes

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6
Q

justice

A

sense of “fairness” that ensures that everyone connected with an organization gets his or her due

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7
Q

management

A

is the process of planning, organizing, leading, and controlling human and other organizational resources towards the achievement of organizational goals.

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8
Q

organizations

A

: social structures created by individuals to support the collaborative pursuit of specific goals

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9
Q

organizational behaviour

A

refers to explaining human behaviour in organizations, which includes examining the behaviour of individuals, groups, or all the members of an organization as a whole.

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10
Q

practical wisdom (prudence)

A

exercising foresight, reason, and discretion to achieve what is good for the community.

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11
Q

relational skills

A

talents for getting along with and motivating people.

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12
Q

self-control

A

relates to a person’s emotional regulation and ability to overcome impulsive actions and greed.

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13
Q

sustainable OB

A

tends to emphasize multiple forms of well-being (i.e., financial, social, ecological, spiritual) and the interests of a broad range of stakeholders in the immediate as well as distant future.

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14
Q

technical skills

A

expertise in a particular task or field.

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15
Q

virtue theory

A

focuses on character and the ways in which people practice and facilitate the practice of virtues in community, thereby facilitating happiness.

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16
Q

virtues

A

are good ways of acting that are noble or have value regardless of the end result or consequences.

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17
Q

corporate social responsibility

A

the responsibility of organizations to act in ways that protect and improve the welfare of society over and above the owners’ financial self-interests.

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18
Q

egalicentrism

A

is the assumption that people from different cultures working together in a manner characterized by two-way, give-and-take communication fosters deeper mutual understanding, community, and new insights.

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19
Q

ethnocentrism

A

is the assumption that members of one’s own home country offer the best way to manage in a host country.

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20
Q

globalization

A

refers to the increased interdependence and integration among people and organizations around the world.

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21
Q

multinational company

A

is an organization that receives more than 25 percent of its total sales revenue from outside its home country

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22
Q

national culture

A

includes the shared values, beliefs, knowledge, and general patterns of behaviour that characterize a country’s citizens.

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23
Q

natural environment

A

is composed of all living and nonliving things that have not been created by human technology or human activity.

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24
Q

organization-specific responsibility

A

is the responsibility of organizations to focus on serving the financial interests and goals of the organization’s owners.

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25
Q

polycentrism

A

is an assumption that members in a host country know the best way to manage an organization in their country.

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26
Q

social construction of reality

A

the idea that what we perceive to be real is influenced by the social environment.

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27
Q

stakeholder

A

any group within or outside the organization that is directly affected by the organization and has a stake in its performance.

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28
Q

sustainable development

A

development that meets the needs of the present without compromising the ability of future generations to meet their own needs.

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29
Q

abilities

A

innate capabilities to perform a specific task.

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30
Q

agreeableness

A

personality trait associated with being good-natured, cooperative, trustful, and not jealous.

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31
Q

beliefs

A

ideas or opinions we hold to be true

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32
Q

conscientiousness

A

personality trait associated with being achievement oriented, responsible, persevering, and dependable

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33
Q

core-self evaluation

A

broad trait that integrates an individual’s sense of self-esteem, generalized self-efficacy, level of neuroticism, and locus of control.

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34
Q

diversity

A

state of having or being composed of differing attributes.

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35
Q

emotional stability

A

is a personality trait associated with being calm, placid, poised, and not neurotic.

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36
Q

extraversion

A

is a personality trait associated with being sociable, talkative, assertive, and adventurous.

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37
Q

generalized self-efficacy

A

is a person’s belief or confidence in his or her capability to cope with and perform in a variety of situations.

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38
Q

instrumental values

A

desirable means to achieve end states.

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39
Q

locus of control

A

a person’s consistent belief about the sources of success and failure.

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40
Q

negative affect

A

describes a person who is generally angry, anxious, and pessimistic.

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41
Q

openness to experience

A

personality trait associated with being intellectual, original, imaginative, and cultured

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42
Q

organizational citizenship behaviour (OCB)

A

work behaviour that goes above and beyond normal role or job expectations to help others or benefit the organization

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43
Q

personality

A

unique and relatively stable pattern of behaviours, thoughts, and emotions shown by individuals

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44
Q

self-efficacy

A

person’s belief that he or she will be able to complete a task successfully.

45
Q

self-esteem

A

an individual’s self-evaluation of worth.

46
Q

social categorization theory

A

proposes that we use characteristics to categorize others into groups, and this shapes our attitudes and behaviour toward others.

47
Q

stereotypes

A

are general perceptions about a group of people with similar characteristics.

48
Q

terminal values

A

are related to desirable ends (what a person values achieving in life).

49
Q

theory X

A

states that managers assume people are inherently lazy, dislike work, will avoid working hard unless forced to do so, and prefer to be directed rather than accepting responsibility.

50
Q

theory Y

A

states that managers assume people are inherently motivated to work and will feel unfulfilled if they do not have the opportunity to work and make a contribution to society.

51
Q

values

A

are a set of personal tenets that guide a person’s actions in evaluating and adapting to his or her world.

52
Q

ABC framework

A

attitudes includes affect, behavioural intentions, and cognitions

53
Q

attitudes

A

Summary evaluations of a particular object or person.

54
Q

attributions

A

People’s explanations of the causes of behaviours or performance.

55
Q

code of ethics

A

Formal written statement of an organization’s primary values and the ethical rules it expects its members to follow.

56
Q

cognitive dissonance

A

uncomfortable mental state we experience if our behaviour does not fit our perceptions or deeper beliefs

57
Q

consequentialist theory

A

Considers the consequences of an action in determining what is ethical.

58
Q

commitments

A

attachments or bonds to people, actions, or organizations

59
Q

egoism

A

Is a moral philosophy based on what “benefits me the most.”

60
Q

emotional intelligence (EI)

A

The capability to recognize, manage, and exercise emotions in relationships.

61
Q

emotional labour

A

Term given to the display and management of appropriate emotion as part of fulfilling job responsibilities.

62
Q

emotions

A

Affective states that arise in response to information or messages a person receives from specific sensory inputs.

63
Q

ethical climate

A

Describes the informal shared perceptions of what are appropriate practices and procedures.

64
Q

ethical culture

A

Consists of the formal and informal systems aimed at influencing the ethical behaviour of organizational members.

65
Q

ethics

A

Are a set of principles or standards that differentiate right from wrong.

66
Q

impression management

A

Is an actor’s active attempt to limit or influence the information the perceiver receives.

67
Q

job involvement

A

The extent to which a person thinks about, is immersed in, and is concerned about his or her job.

68
Q

job satisfaction

A

A person’s general attitude toward his or her job or job experiences.

69
Q

moral development

A

The state or level of a person’s moral reasoning.

70
Q

moral point of view

A

Framework of values we use to develop our internally consistent and logically justified principles and standards of right and wrong.

71
Q

organizational commitment

A

A motivational force that binds a person to a particular organizational entity.

72
Q

perceptions

A

The subjective interpretations we give to information and messages we receive from sensory inputs.

73
Q

teleopathy

A

The addiction to the unbalanced pursuit of a single purpose or goal.

74
Q

utilitarianism

A

moral philosophy that holds that ethical managers strive to produce “the greatest good for the greatest number”

75
Q

utilitarianism

A

A moral philosophy that holds that ethical managers strive to produce “the greatest good for the greatest number.”

76
Q

channel

A

is the pathway along which a message travels through a medium

77
Q

collective decoding

A

occurs when a message is interpreted by a group of two or more people with the result that each member learns more than anyone could alone (and typically more than the sender could have put into the original message).

78
Q

communication

A

is the process of transferring information by using meaningful symbols so that a message is understood by others.

79
Q

constructive criticism

A

is providing a serious examination or judgment of something in a way that is intended to help the listener to improve.

80
Q

encoding

A

is putting a message in understandable terms by using symbols and media.

81
Q

decoding

A

is the process by which the receiver attributes meaning to a message.

82
Q

deliberative dialogue

A

refers to structured multidirectional communication that enables multiple stakeholders to learn from one another what is best for the overall community.

83
Q

feedback

A

lets the sender know whether the message has been received as intended.

84
Q

feedforward communication

A

is the combination of relationships and prior communication that influences subsequent messages.

85
Q

filtering

A

occurs when information is withheld or not communicated to others.

86
Q

grapevine

A

is the informal information network in an organization.

87
Q

media richness

A

refers to a communication medium’s ability to resolve ambiguity.

88
Q

medium

A

is the vehicle that is used to carry a message from the sender to the receiver.

89
Q

message

A

is a specific idea or general information that a sender wants to convey to receivers.

90
Q

noise

A

refers to potential barriers that may impede communication at all four steps of the communication process.

91
Q

semantic problems

A

arise when words have different meanings for people who are from different demographic groups or who have had different experiences.

92
Q

brainstorming

A

is an unstructured process of sharing ideas.

93
Q

consistent contributor

A

is someone who contributes regardless of how little his or her teammates contribute.

94
Q

delphi technique

A

is a technique in which questions are posed to team members remotely and responses are returned to the leader; the leader then compiles the ideas without attaching names to them and sends the list back to team members for further consideration and response

95
Q

dialectical inquiry

A

a staged debate between two dominant perspectives.

96
Q

free riding

A

doing less than your best or contributing less than your fair share to reach the team’s goal.

97
Q

group

A

is a collection of two or more people who share a common interest or association.

98
Q

groupthink

A

the tendency of group members to strive for and maintain consensus on a decision rather than disrupt the group.

99
Q

nominal group technique

A

an information-sharing technique in which the leader asks participants to silently and individually write down all their ideas related to a specific question.

100
Q

norms

A

are shared beliefs about social and task behaviours in a group.

101
Q

social cohesion

A

is the attachment and attraction of team members to one another.

102
Q

superordinate goal

A

higher-level goal recognized as important by team members.

103
Q

task cohesion

A

shared commitment among members to achieving a goal.

104
Q

team

A

task-oriented collection of people who work interdependently as a unit to achieve common goals and are accountable to one another to achieve those goals.

105
Q

team conflict

A

real or perceived difference in interests between two or more teams members

106
Q

team diversity

A

the extent to which member characteristics differ within the team.

107
Q

team identity

A

the collective sense of identification and loyalty team members feel towards the team.

108
Q

team task interdependence

A

refers to the extent team members require resources or support from other team members to complete their tasks.

MGCR 222 (7 decks)

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