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Management & Organizational Behavior 330 > MGMT EX 3 > Flashcards

MGMT EX 3 Flashcards

1
Q

control

A

a regulatory process of establishing standards to achieve organizational goals, comparing actual performance against the standards, and taking corrective action when necassary

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2
Q

standards

A

a basis of comparison for measuring the extent to which various kinds of organizational performance are satisfactory or unsatisfactory

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3
Q

communication

A

the process of transmitting info from one person or place to another

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4
Q

needs

A

the physical or psycholgical requirements that must be met to ensure survival and well being

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5
Q

inputs

A

in equity theory, the contributions employees make to the organization

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6
Q

outcomes

A

in equity theory, the rewards employees receive for their contributions to the organization

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7
Q

reinforcement

A

the process of changing behavior by changing the consequences that follow behavior

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8
Q

leadership

A

the process of influencing others to achieve group or organizational goals

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9
Q

leadership style

A

the way a leader generally behaves toward followers

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10
Q

perception

A

the process by which individuals attend to, organize, interpret, and retain info from their environments

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11
Q

perceptual filters

A

the personality-,psychology-,or experience-based differences that influence people to ignore or pay attention to particular stimuli

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12
Q

defensive bias

A

the tendency for people to perceive themselves as personally and situationally similar to someone who is having difficulty or trouble

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13
Q

paralanguage

A

the pitch, rate, tone, volume, and speaking pattern (i.e., use of silences, pauses, or hesitations) of one’s voice

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14
Q

concurrent control

A

a mechanism for gathering info about performance deficiencies as they occur, thereby eliminating or shortening the delay between performance and feedback

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15
Q

strategic leadership

A

the ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a positive future for an organization

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16
Q

extrinsic reward

A

a reward that is tangible, visible to others, and given to employees contingent on the performance of specific tasks or behaviors

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17
Q

distributive justice

A

the perceived degree to which outcomes and rewards are fairly distributed or allocated

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18
Q

procedural justice

A

the perceived fairness of the process used to make reward allocation decisions

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19
Q

reinforcement theory

A

the theory that behavior is a function of its consequences, that behaviors followed by positive consequences will occur more frequently, and that behaviors followed by negative consequences, or not followed by positive consequences, will occur less frequently

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20
Q

trait theory

A

a leadership theory that holds that effective leaders posses a similar set of traits or characteristics

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21
Q

contingency theory

A

a leadership theory that states that in order to maximize work group performance, leaders must be matched to the situation that best fits their leadership style

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22
Q

charismatic leadership

A

the behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers

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23
Q

transformation leadership

A

leadership that generates awareness and acceptance of a group’s purpose and mission and gets employees to see beyond their own needs and self-interests for the good of the group

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24
Q

suboptimization

A

performance improvement in one part of an organization but only at the expense of decreased performance in another part

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25
Q

constructive feedback

A

feedback intended to be helpful, corrective, and/or encouraging

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26
Q

destructive feedback

A

feedback that disapproves without any intention of being helpful and almost always causes a negative or defensive reaction in the recipient

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27
Q

intrinsic reward

A

a natural reward associated with performing a task or activity for its own sake

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28
Q

equity theory

A

a theory that states that people will be motivated when they perceive that they are being treated fairly

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29
Q

productivity

A

a measure of performance that indicates how many inputs it takes to produce or create an output

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30
Q

economic value added (EVA)

A

the amount by which company profits (revenues, minus expenses, minus taxes) exceed the cost of capital in a given year

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31
Q

multifactor productivity

A

an overall measure of performance that indicates how much labor, capital, materials, and energy it takes to produce an output

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32
Q

processing cost

A

the cost of turning raw data into usable info

33
Q

normative decision theory

A

a theory that suggests how leaders can determine an appropriate amount of employee participation when making decisions

34
Q

selective perception

A

the tendency to notice and accept objects and info consistent with our values, beliefs, and expectations, while ignoring or screening out inconsistent info

35
Q

noise

A

anything that interferes with the transmission of the intended message

36
Q

empathetic listening

A

understanding the speaker’s perspective and personal frame of reference and giving feedback that conveys that understanding to the speaker

37
Q

income statements

A

accounting statements, also called “profit and loss statements,” that show what has happened to an organization’s income, expenses, and net profit over a period of time

38
Q

value

A

customer perception that the product quality is excellent for the price offered

39
Q

knowledge

A

the understanding that one gains from info

40
Q

motivation

A

the set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal

41
Q

referents

A

in equity theory, others with whom people compare themselves to determine if they have been treated fairly

42
Q

information

A

useful data that can influence people’s choices and behavior

43
Q

expectancy theory

A

the theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards

44
Q

goal-setting theory

A

the theory that people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement

45
Q

initiating structure

A

the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks

46
Q

participative leadership

A

a leadership style in which the leader consults employees for their suggestions and input before making decisions

47
Q

unethical charismatics

A

charismatic leaders who control and manipulate followers, do what is best for themselves instead of their organizations, want to hear only positive feedback, share only information that is beneficial to themselves, and have moral standards that put their interests before everyone else’s

48
Q

Moore’s Law

A

the prediction that about every two years, computer processing power would double and its cost would drop by 50 percent

49
Q

Grapevine

A

the transmission of messages from employee to employee outside of formal communication channels

50
Q

data mining

A

the process of discovering unknown patterns and relationships in large amounts of data

51
Q

James 4:17

A

If you know the right thing to do and don’t do it, then that for you is evil.

52
Q

Winston Churchill

A

There is nothing wrong with change, if it is in the right direction

53
Q

Langston Hughes

A

Hold fast to dreams, for if dreams die, life is a broken-winged bird that cannot fly

54
Q

Vince Lombardi

A

Individual commitment to a group effort – that is what makes a team work, a company work, a society work, a civilization work.

55
Q

Psalms 1:1-2

A

Blessed is the man who does not walk in the counsel of the wicked or stand in the way of sinners or sit in the seat of mockers. But his delight is in the law of the LORD, and on his law he mediates day and night.

56
Q

Ola Joseph

A

Diversity is not about how we differ. Diversity is about embracing one another’s uniqueness.

57
Q

Marcel Proust

A

The real act of discovery consists not in finding new lands, but in seeing with new eyes.

58
Q

Thomas Jefferson

A

If you want something you’ve never had, you must be willing to do something you’ve never done.

59
Q

You can choose to be proactive or reactive. If you choose neither, you have chosen reactive.

A

(Reactive)

60
Q

You are where you are today based on the decisions that you made yesterday. You are where you’re going tomorrow based on the decisions you make today.

A

(Decisions)

61
Q

(System)A system is perfectly designed to get the results that it gets.

A

(System)

62
Q

There is always cost associated with change, and always a cost associated with not change.

A

(Cost)

63
Q

It is always better to under-commit and over-deliver than to over-commit and under-deliver.

A

(Commitment)

64
Q

Anything left to itself will digress to the next lowest level.

A

(Digression)

65
Q

Whatever is most personal is most universal.

A

(Personal)

66
Q

You don’t transition organizations; you transition individuals.

A

(Transition)

67
Q

Relationships are more important than issues.

A

(Relationships)

68
Q

You don’t see things as they are. You see things as you are.

A

(See things)

69
Q

Whatever you get excited about gets excited about you.

A

(Excite)

70
Q

Financial Independence is when your passive income equals or exceeds your expenses.

A

(Finance)

71
Q

Louis L’Amour

A

I know that no university exists that can give you an education. One’s education is left up to one’s self.

72
Q

Benjamin Franklin

A

All mankind is divided into three classes. Immovable, moveable, those that move

73
Q

Thomas Edison

A

I’m not discouraged because every wrong attempt is another step forward

74
Q

Henri Fayol

A

The success of the enterprise depends more on the administrative ability of its leaders than on their technical skills

75
Q

Jack Welch

A

Managers who don’t share the values, but deliver the numbers have the power to destroy the culture

76
Q

Steven Grellet

A

Any good that I can do or any kindness I can show let me do it now.

77
Q

Henry Cloud

A

We change our behavior when the pain of staying the same becomes greater than the pain of changing

78
Q

Albert Einstein

A

No problem can be solved from the same consciousness that created it. We must learn to see the world anew

Management & Organizational Behavior 330 (7 decks)

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