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Organizational Behavior > mt1 Book Terms > Flashcards

mt1 Book Terms Flashcards

1
Q

knowing doing gap

A

the gap between what people know and what they actually do

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2
Q

organizational behavior

A

an interdisciplinary field dedicated to understanding and managing people at work

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3
Q

contingency approach

A

using OB concepts and tools as situationally appropriate, instead of relying on a “best way”

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4
Q

hard skills

A

technical expertise and knowledge to do a particular task

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5
Q

soft skills

A

human interactions, interpersonal and personal attributes

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6
Q

portable skills

A

relevant at every job, level of your career

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7
Q

human capital

A

productive potential of an individual’s knowledge, skills and experiences

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8
Q

social capital

A

productive potential resulting from goodwill, relationships, trust and cooperative effort

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9
Q

ethics

A

concerned with behavior, right & wrong, shades of grey

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10
Q

ethical dilemmas

A

situations with two choices, neither of which resolves the situation in an ethically acceptable manner

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11
Q

problem

A

difference or gap between an actual and desired situation

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12
Q

problem solving

A

systematic process of closing these gaps

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13
Q

person factors

A

infinite number of characteristics that give individuals uniqueness

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14
Q

environmental characteristics

A

all the elements outside of ourselves that influence what we do, how we do it, and the ultimate results of our actions

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15
Q

interactional perspective

A

behavior is a function of interdependent person and environmental factors

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16
Q

motivation

A

the psychological processes that underlie the direction, intensity and persistence of behavior or thought

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17
Q

extrinsic motivation

A

results from the receipt of extrinsic rewards

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18
Q

intrinsic motivation

A

an individual is turned on to one’s work because of the positive internal feelings generated by doing well

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19
Q

content theories of motivation

A

revolve around notion that an employee’s needs influence motivation

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20
Q

needs

A

physiological or psychological deficiencies that arouse behavior

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21
Q

theory x

A

pessimistic view of employees; they dislike work, must be monitored, and can only be motivated with rewards and punishment

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22
Q

theory y

A

modern and positive set of assumptions of people at work; self-engaged, committed, responsible and creative

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23
Q

need hierarchy theory

A 
motivation is a function of five basic needs:
physiological
safety
love
esteem
self-actualization
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24
Q

acquired needs theory

A

3 needs (achievement, affiliation, and power) are the key drivers of employee behavior

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25
Q

achievement need

A

desire to excel, overcome problems, and rival/surpass others

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26
Q

affiliation need

A

desire to maintain social relationships, join groups, and be liked

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27
Q

power need

A

desire to influence, coach, teach or encourage others to achieve

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28
Q

self-determination theory

A

assumes 3 innate needs influence our behavior and well-being (competence, autonomy, relatedness)

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29
Q

motivator-hygiene theory

A

job satisfaction and dissatisfaction arise from 2 different sets of factors; motivation and hygiene, respectively

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30
Q

hygiene factors

A

including company policy and administration, technical supervision, salary, interpersonal relations with supervisor & working conditions
cause a person to move from a state of no dissatisfaction to dissatisfaction

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31
Q

motivation factors

A

includes achievement, recognition, characteristics of the work, responsibility, and advancement
cause a person to move from a state of no satisfaction to satisfaction

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32
Q

process theories of motivation

A

describe how various person factors and environmental factors in the interactive framework affect motivation

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33
Q

equity theory

A

model of motivation that explains how people strive for fairness and justice in social exchanges or give and take relationships

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34
Q

distributive justice

A

reflects the perceived fairness of how resources and rewards are distributed

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35
Q

procedural justice

A

perceived fairness of the process and procedures used to make allocation decisions

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36
Q

interactional justice

A

relates to quality of interpersonal treatment people receive when procedures are implemented

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37
Q

voice

A

employees’ upward expression of challenging but constructive opinions, concerns or ideas on work related issues to their managers

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38
Q

expectancy theory

A

people are motivated to behave in ways that produce desired combinations of expected outcomes

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39
Q

expectancy

A

an individual’s belief that a particular degree of effort will be followed by a particular level of performance

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40
Q

instrumentality

A

how an individual perceives the movement from performance to outcome

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41
Q

valence

A

refers to the positive or negative value people place of outcomes

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42
Q

goal specificity

A

refers to the quantifiability of a goal

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43
Q

job design

A

refers to any set of activities that involve the alteration of specific jobs or interdependent systems of jobs with the intent of improving the quality of employee job experience and their on the job productivity

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44
Q

scientific management

A

that kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment or reasoning

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45
Q

job enlargment

A

putting more variety into a worker’s job by combining specialized tasks of comparable difficulty

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46
Q

job rotation

A

calls for moving employees from one specified job to another

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47
Q

job enrichment

A

modifying a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility and advancement

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48
Q

job characteristic model

A

promotes high intrinsic motivation by designing jobs that possess the five core job characteristics
(skill variety, task identity, task significance, autonomy, feedback)

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49
Q

job crafting

A

the physical and cognitive changes individuals make in the task or relational boundaries of their work

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50
Q

idiosyncratic deals (i-deals)

A

employment terms individuals negotiate for themselves, taking myriad forms from flexible shedules to career development

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51
Q

incentive pay

A

forms of pay linked to an employee’s performance as an individual, group member or organization member

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52
Q

piecework rate

A

a wage based on the amount workers produce

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53
Q

straight piecework plan

A

incentive pay in which the employer pays the same rate per piece, no matter how much the worker produces

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54
Q

differential piece rates

A

incentive pay in which the piece rate is higher when a greater amount is produced

55
Q

standard hour plan

A

an incentive plan that pays workers extra for work done in less than a preset “standard time”

56
Q

merit pay

A

a system of linking pay increases to ratings on performance appraisals

57
Q

commissions

A

incentive pay calculated as a percentage of sales

58
Q

gainsharing

A

group incentive program that measures improvements in productivity and effectiveness and distributes a portion of each gain to employees

59
Q

Scanlon plan

A

a gainsharing program in which employees receive a bonus if the ratio of labor costs to the sales value of production is below a set standard

60
Q

profit sharing

A

incentive pay in which payments are a percentage of the organization’s profits and do not become part of the employees’ base salary

61
Q

stock options

A

rights to buy a certain number of shares of stock at a specified price

62
Q

employee stock ownership program (ESOP)

A

an arrangement in which the organization distributes shares of stock to all its employees by placing it in a trust

63
Q

balanced scorecard

A

a combination of performance measures directed toward the company’s long and short term goals and used as the basis for awarding incentive pay

64
Q

employee benefits

A

compensation in forms other than cash

65
Q

social security

A

the federal old age, survivors, disability and health insurance (OASDH) program which combines old age insurance, survivor’s insurance, disability insurance, hospital insurance, and supplementary medical insurance for the elderly

66
Q

unemployment insurance

A

a federally mandated program to minimize the hardships of unemployment through payments to unemployed workers, help in finding new jobs, and incentives to stabilize employment

67
Q

experience rating

A

the number of employees a company has laid off in the past and the cost of providing them with unemployment benefits

68
Q

workers’ compensation

A

state programs that provide benefits to workers who suffer work related injuries or illnesses, or to their survivors

69
Q

family and medical leave act FMLA

A

federal law requiring organizations with 50 or more employees to provide up to 12 weeks of unpaid leave after childbirth or adoption; to care for a seriously ill family member or for an employee’s own serous illness; or to take care of urgent needs that arise when a spouse, child or parent in the National Guard or Reserve is called to active duty

70
Q

patient protection and affordable care act

A

health care reform law passed in 2010 that includes incentives and penalties for employers providing health insurance as a benefit

71
Q

consolidated omnibus budget reconciliation act (COBRA)

A

federal law that requires employers to permit employees or their dependents to extend their health insurance coverage at group rates for up to 36 months following a qualifying event, such as a layoff, reduction in hours, or an employee’s death

72
Q

health maintenance organization (HMO)

A

a health care plan that requires patients to receive their medical care from the HMO’s health care professionals, who are often paid a flat salary, and provides all services on a prepaid basis

73
Q

preferred provider organization (PPO)

A

a health care plan that contracts with health care professionals to provide services at a reduced fee and gives patients financial incentives to use network providers

74
Q

flexible spending account

A

employee-controlled pretax earnings set aside to pay for certain eligible expenses, such as health care expenses, during the same year

75
Q

employee wellness program (EWP)

A

a set of communications, activities, and facilities designed to change health-related behaviors in ways that reduce health risks

76
Q

short term disability insurance

A

insurance that pays a percentage of a disabled employee’s salary as benefits to the employee for six months or less

77
Q

long term disability insurance

A

insurance that pays a percentage of a disabled employee’s salary after an initial period and potentially for the rest of employee’s life

78
Q

contributory plan

A

retirement plan funded by contributions from the employer and employee

79
Q

noncontributory plan

A

retirement plan funded entirely by contributions from the employer

80
Q

defined benefit plan

A

pension plan that guarantees a specified level of retirement income

81
Q

employee retirement income security act (ERISA)

A

federal law that increased the responsibility of pension plan trustees to protect retirees, established certain rights related to vesting and portability and created the Pension Benefit Guarantee Corporation

82
Q

pension benefit guarantee corporation (PBGC)

A

federal agency that insures retirement benefits and guarantees retirees a basic benefit if the employer experiences financial difficulties

83
Q

defined contribution plan

A

retirement plan in which the employer sets up an individual account for each employee and specifies the size of the investment into that account

84
Q

cash balance plan

A

retirement plan in which the employer sets up an individual account for each employee and contributes a percentage of the employee’s salary; the account earns interest at a predefined rate

85
Q

vesting rights

A

guarantee that when employees become participants in a pension plan and work a specified number of years, they will receive a pension at retirement age, regardless of whether they remained with the employer

86
Q

summary plan description (SPD)

A

report that describes a pension plan’s funding, eligibility requirements, risks and other details

87
Q

cafeteria style plan

A

a benefits plan that offers employees a set of alternatives from which they can choose the types and amounts of benefits they want

88
Q

equal employment opportunity EEO

A

the condition in which all individuals have an equal chance for employment, regardless of their race, color, religion, sex, age, disability, or national origin

89
Q

equal employment opportunity commission EEOC

A

agency of the Dept of Justice charged with enforcing title VII of the Civil Rights Act of 1964 and other antidiscrimination laws

90
Q

affirmative action

A

an organization’s active effort to find opportunities to hire or promote people in a particular group

91
Q

disability

A

under the Americans with Disabilities Act, a physical or mental impairment that substantially limits one or more major life activities, a record of having such an impairment, or being regarded as having such an impairment

92
Q

uniform guidelines on employee selection procedures

A

guidelines issued by the EEOC and other agencies to identify how an organization should develop and administer its system for selecting employees so as not to violate antidiscrimination laws

93
Q

office of federal contract compliance programs OFCCP

A

the agency responsible for enforcing the executive orders that cover companies doing business with the federal government

94
Q

disparate treatment

A

differing treatment of individuals, where the differences are based on the individuals’ race, color, religion, sex, national origin, age, or disability status

95
Q

bona fide occupational qualification BFOQ

A

a necessary (not merely preferred) qualification for performing a job

96
Q

disparate impact

A

a condition in which employment practices are seemingly neutral yet disproportionately exclude a protected group from employment opportunities

97
Q

four fifths rule

A

rule of thumb that provides evidence of potential discrimination if an organization’s hiring rate for a minority group is less than 4/5 the hiring rate for the majority group

98
Q

reasonable accomodation

A

an employer’s obligation to do something to enable an otherwise qualified person to perform a job

99
Q

sexual harassment

A

unwelcome sexual advances as defined by the EEOC

100
Q

occupational safety and health act OSH Act

A

US law authorizing the federal government to establish and enforce occupational safety and health standards for all places of employment engaging in interstate commerce

101
Q

occupational safety and health administration OSHA

A

labor dept agency responsible for inspecting employers, applying safety and health standards, and levying fines for violation

102
Q

right to know laws

A

state laws that require employers to provide employees with information about the health risks associated with exposure to substances considered hazardous

103
Q

material safety data sheets MSDSs

A

forms on which chemical manufacturers and importers identify the hazards of their chemicals

104
Q

job hazard technique analysis

A

safety promotion technology that involves breaking down a job into basic elements, then rating each element for its potential for harm or injury

105
Q

technique of operations review TOR

A

method of promoting safety by determining which specific element of a job led to a past accident

106
Q

group

A

two or more freely interacting individuals who share norms and goals and have a common identity

107
Q

formal group

A

assigned by organizations or their managers to accomplish specific goals

108
Q

informal group

A

members’ overriding purpose of getting together is friendship or a common interest

109
Q

role

A

a set of expected behaviors for a particular reason

110
Q

group role

A

a set of expected behaviors for members of the group as a whole

111
Q

task roles

A

enable the work group to define, clarify, and pursue a common purpose

112
Q

maintenance roles

A

foster supportive and constructive interpersonal relationships

113
Q

norm

A

an attitude, opinion, feeling or action - shared by two or more people - that guides behavior

114
Q

group cohesiveness

A

the “we feeling” that binds members of a group together; principal by product of NORMING

115
Q

team

A

a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

116
Q

social loafing

A

the tendency for individual effort to decline as group size increases

117
Q

hybrid rewards

A

those that include team and individual components

118
Q

team building

A

a catchall term for a host of techniques aimed at improving the internal functioning of work groups

119
Q

self-managed teams

A

defined as groups of workers who are given administrative oversight for their task domains

120
Q

cross-functionalism

A

when specialists from different areas are put in the same team

121
Q

virtual teams

A

work together over time and distance via electronic media to combine effort and achieve common goals

122
Q

trust

A

a reciprocal belief that another person will consider how his or her intentions and behaviors will affect you

123
Q

team charters

A

describe how the team will operate, such as processes for sharing information and decision making

124
Q

team performing strategies

A

deliberate plans that outline what exactly the team is to do, such as goal setting and defining particular member roles, tasks, and responsibilities

125
Q

team composition

A

a term that describes the collection of jobs, personalities, knowledge, skills, abilities, and experience of team members

126
Q

team adaptive capacity

A

important to meet changing demands and to effectively transition members in and out

127
Q

Tuckman Model

A 
Forming
Storming
Norming
Performing
Adjourning
128
Q

organization

A

consciously coordinated social unit
composed of two or more people
functions on a continuous basis to achieve a common goal
characterized by formal roles that define the behavior of its members

129
Q

Top 5 Derailers

A 
insensitivity to others
poor working relations
inability to build or lead a team
authoritarianism
inability to change, adapt
130
Q

Gailbraith’s Star Model

A 
Strategy
structure
systems & processes
metrics & rewards
people
131
Q

Punctuated Equilibrium Model

A 
First Meeting
Inertia
Increase at halfway point
Inertia
Frenzy
132
Q

characteristics of high performing teams

A 
relatively small (10-12)
members have specific skills
roles allocated across team members
commitment to common purpose, set of goals
reward system reinforces team behavior
shared pride "esprit de corps"
133
Q

8 Dimensions of Team Effectiveness

A 
clear, elevating goal
results driven structure
competent team members
unified commitment
collaborative climate
standards of excellence
external support and recognition
principled leadership
134
Q

5 Dysfunctions of a Team

A 
absence of trust
fear of conflict
lack of commitment
avoidance of accountability
inattention to results

Organizational Behavior (3 decks)

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