Midterm Flashcards
resource based view
a resource is more valuable when it is
inimitable.
primary individual outcomes of interest to organizational behavior
researcher
job performance and organizational commitment
Trust, justice, and ethics
reflect the degree to
which employees feel that their company does
business with fairness, honesty, and integrity
Stress
Reflects employees’ psychological responses to job
demands that tax or exceed their capacities.
Integrative Model
examines ability, which describes the cognitive abilities (verbal, quantitative, etc.), emotional skills (other awareness, emotion regulation, etc.), and physical abilities (strength, endurance, etc.) that employees bring to a job.
Training
focuses on helping employees’ performance in their current jobs
development
prepares them for other positions in the company and increases their ability to move into jobs that may not yet exist
most important talent management challenges
developing existing talent and attracting and retaining existing leadership talent.
Career Management Process (Star)
company’s responsibility during goal setting is to
ensure that the goal is S.M.A.R.T. (specific,
measurable, attainable, relevant, and timely) and
to commit to help the employee reach the goal.
Organizational Behavior (OB) (Star)
A field of study devoted to understanding,
explaining, and ultimately improving the
attitudes and behaviors of individuals and
groups in organizations.
Human Resource Management
uses the theories and principles studied in OB and explores the practical applications of those principles in organizations.
Career/Development Planning Process (Star)
Self-assessment: During this step, the employees have a responsibility to identify opportunities and needs to improve. Companies have a responsibility to provide assessment information to identify strengths, weaknesses, interests, and values.
Reality check: In this step, the employees identify what needs are realistic to develop. Companies have a responsibility to communicate performance evaluation, where employees fit into the companies’ long-range plans, and changes in the industry, profession, and workplace.
Goal setting: The employees identify their goals and the methods to determine goal progress. Companies have a responsibility to ensure that each goal is S.M.A.R.T. (specific, measurable, attainable, relevant, and timely) and to commit to helping employees reach the goal.
Action planning: During this step, the employees identify the steps and finalize the timetable that will help them reach their goals. Companies have a responsibility to identify resources and employees’ needs to reach the goals, including additional assessment, courses, work experiences, and relationships.
Formal Education Programs
off-site and on-site programs designed
specifically for the company’s employees. These
programs may involve lectures by business
experts, business games and simulations,
adventure learning, and meetings with
customers.
Myers-Briggs Type Indicator (MBTI)
assessment based on Carl Jung’s personality type theory. The assessment determines which one of 16 personality types fits best. The 16 unique personality types are based on preferences for introversion (I) or extraversion (E), sensing (S) or intuition (N), thinking (T) or feeling (F), and judging (J) or perceiving (P).
360-Degree Feedback
employees’ behaviors or skills are evaluated not only by subordinates but also by themselves and their peers, customers, and bosses. The raters complete a questionnaire asking them to rate the person on a number of dimensions.
Engaged Employee
completely invest themselves and their energies into their jobs. Jing shows signs of being both inwardly and
outwardly engaged in her job.
Expectancy Theory
Describes the cognitive process that employees go through to make choices among different voluntary responses.
It argues that employee behavior is directed toward pleasure and away from pain or, more generally, toward certain outcomes and away
from others.
Instrumentality
Represents the belief that successful performance will result in some outcome(s).
Vicarious experience
observations of the success or failure of others at a given task and/or discussions with others who have performed similar tasks.
Valence
reflects the anticipated value of the outcomes associated with performance
Goal commitment
the degree to which a person accepts a goal and is determined to try to reach it. When goal commitment is high, assigning specific and difficult goals will have significant benefits for task performance.
what results in the highest levels of motivation?
specific, difficult goals
Equity Theory
Acknowledges that motivation doesn’t just
depend on your own beliefs and circumstances
but also on what happens to other people.
Organizational Culture
Defined as the shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees.
There are three major components to any organization’s culture: observable artifacts, espoused values, and basic underlying assumptions.
Observable Artifcacts
The physical layout of workspaces, dress codes, and the level of technology used are all examples of observable artifacts.
Ceremonies
Formal events, generally performed in front of an audience of organizational members
Language
Observable artifact that reflects the jargon, slang, and slogans used within the walls of an organization.
Espoused Values
The beliefs, philosophies, and norms that a company explicitly states. It is one thing for a company to outwardly say something is important (espoused values); it is another thing for employees to consistently act in ways that support those espoused values (enacted values).
Mercenary Culture
Organizations with mercenary cultures have employees who think alike but are not friendly to one another.
Leader-Member Exchange
two general types of leader–member dyads are high-quality exchange and low-quality exchange.
Role-taking phase involves leader providing employee with job expectations and the employee tries to meet those expectations.
Role-making phase involves exchange of opportunities and resources based on follower voicing expectations for the relationship.
Leader Effectiveness
degree to which the leader’s actions result in the achievement of the unit’s goals; the continued commitment of the unit’s employees; and the development of mutual trust, respect, and obligation in leader–member dyads.
“Great Person” Theory of Ledership
search for traits and characteristics is consistent with very early “great person” theories of leadership that suggest that leaders are born, not made.
Leadership Styles
Autocratic style: Leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit.
Consultative style: Leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision.
Facilitative style: Leader presents the problem to a group of employees and seeks consensus on a solution, making sure that the leader’s own opinion receives no more weight than anyone else’s.
Delegative style: Leader gives an individual employee
or a group of employees the responsibility for making
the decision.
Readiness
the degree to which employees have the ability and the willingness to accomplish their specific tasks
Telling
Leader provides specific instructions and closely supervises performance
Selling
Leader provides support and encouragement to protect the confidence levels of the employees
Participating
Leader shares ideas and helps the group conduct its affairs.
Delegating
Leader turns responsibility for key behaviors over to the employees.
Socialization Process (Star)
the primary process by which employees learn the social knowledge needed to understand and adapt to the organization’s culture
Anticipatory stage occurs before employment.
Encounter stage begins when employment begins.
Understanding and adaptation occurs when norms and expected behaviors are adopted.
Anticipatory stage
occurs before employment
encounter stage
begin when employment begins
Understanding and adaptation
occurs when norms and expected behaviors are adopted.
Transformational Leadership (Star)
Involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives.
“Four I’s” of Transformational Leadership (Star)
1.
Idealized influence involves behaving in ways that earn the admiration, trust, and respect of followers, causing them to want to identify with and emulate the leader.
2.
Inspirational motivation involves behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future.
3.
Intellectual stimulation involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.
4.
Individualized consideration involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring.
Idealized influence
behaving in ways that earn the admiration, trust, and respect of followers, causing them to want to identify with and emulate the leader.
Inspirational motivation
behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future.
Intellectual stimulation
behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.
Individualized consideration
behaving in ways that help followers achieve their potential through coaching, development, and mentoring.
