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Organizational Behavior > mt2 Book Terms > Flashcards

mt2 Book Terms Flashcards

1
Q

performance management

A

process through which managers ensure that employees’ activities and outputs contribute to the organization’s goals
a set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance

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2
Q

simple ranking

A

method of performance measurement that requires managers to rank employees in their group from the highest performer to the poorest performer

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3
Q

forced distribution method

A

method of performance measurement that assigns a certain percentage of employees to each category in a set of categories

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4
Q

paired comparison method

A

method of performance measurement that compares each employee with each other employee to establish rankngs

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5
Q

graphic rating scale

A

method of performance measurement that lists traits and provides a rating scale for each trait; the employer uses the scale to indicate the extent to which an employee displays each trait

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6
Q

mixed standard scales

A

method of performance measurement that uses several statements describing each trait to produce a final score in that trait

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7
Q

critical incident method

A

method of performance measurement based on managers’ specific records of the employee acting in ways that are either effective or ineffective

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8
Q

BARS behaviorally anchored rating scale

A

method of performance measurement that rates behavior in terms of a scale showing specific statements of behavior that describe different levels of performance

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9
Q

BOS behavioral observation scale

A

a variation of BARS which uses all behaviors necessary for effective performance to rate performance at a task

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10
Q

OBM organizational behavior modification

A

a plan for managing the behavior of employees through a formal system of feedback and reinforcement

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11
Q

MBO management by objectives

A

a system in which people at each level of the organization set goals in a process that flows from top to bottom, so employees at all levels are contributing to the organization’s overall goals; these goals become the standards for evaluating each employee’s performance

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12
Q

360 degree performance appraisal

A

performance measurement that combines information from the employee’s managers, peers, subordinates, self, and customers

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13
Q

calibration meeting

A

meeting at which managers discuss employee performance ratings and provide evidence supporting their ratings with the goal of eliminating the influence of rating errors

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14
Q

performance goal

A

targets a specific end result

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15
Q

learning goal

A

involves enhancing your knowledge or skill

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16
Q

SMART

A 
specific
measurable
attainable
results oriented
time-bound
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17
Q

monitoring performance

A

measuring, tracking, or otherwise verifying progress and ultimate performance

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18
Q

evaluating performance

A

the process of comparing performance at some point in time to a previously established expectation or goal

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19
Q

feedback

A

information about (ind or coll) performance shared with those in a position to improve the situation

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20
Q

coaching

A

customized process between 2 or more people with the intent of enhancing learning and motivating change

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21
Q

total rewards

A

encompass not only compensation and benefits, but also personal and professional growth opportunities and a motivating work environment that includes recognition, job design and work-life balance

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22
Q

pay for performance

A

monetary incentives linking at least some portion of one’s pay directly to results or accomplishments

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23
Q

law of effect

A

behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear

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24
Q

respondent behavior

A

unlearned reflexes or stimulus response connections

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25
Q

operant behavior

A

behavior that is learned when one operates on the environment to produce desired consequences

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26
Q

positive reinforcement

A

process of strengthening a behavior by contingently presenting something pleasing

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27
Q

negative reinforcement

A

strengthens a desired behavior by contingently withdrawing something repulsive

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28
Q

punishment

A

process of weakening behavior through either the continges

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29
Q

conflict

A

occurs when one party perceives that its interests are being opposed or negatively affected by another party

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30
Q

functional conflict

A

constructive or cooperative conflict, characterized by consultative interactions, a focus on the issues, mutual respect and useful give & take

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31
Q

dysfunctional conflict

A

threatens an organization’s interests

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32
Q

personality conflict

A

interpersonal opposition based on personal dislike or disagreement

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33
Q

conflict states

A

shared perceptions among members of the team about the intensity of disagreement over either tasks or relationships

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34
Q

conflict processes

A

members’ interactions aimed at working through task and interpersonal disagreements

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35
Q

contact hypothesis

A

the more members of different groups interact, the less intergroup conflict they will experience

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36
Q

climate

A

employees’ shared perceptions of policies, practices and procedures

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37
Q

psychological safety climate

A

shared belief held by team members that the team is a safe place for interpersonal risk taking and captures a sense of confidence that the team will not embarrass, reject or punish someone for speaking up

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38
Q

work-family conflict

A

occurs when the demands or pressures from work and family domains are mutually incompatible

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39
Q

flexspace

A

policies enable employees to do their work from different locations besides the office

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40
Q

flextime

A

flexible scheduling, either when work is expected to be completed or during which particular hours of the day

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41
Q

incivility

A

any form of socially harmful behavior (aggression, interpersonal deviance, social undermining, interactional injustice, harassment, abusive supervision, bullying)

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42
Q

programmed conflict

A

conflict that raises different opinions regardless of the personal feelings of managers

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43
Q

devil’s advocacy

A

assigning someone the role of critic

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44
Q

dialectic method

A

managers foster a structured debate of opposing viewpoints before makinga decision

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45
Q

integrating style

A

interested parties confront the issue and cooperatively identify the problem, generate and weigh alternatives, and select a solution

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46
Q

obliging style

A

tends to show concern for yourself and a great concern for others

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47
Q

dominating style

A

high concern for self and low concern for others

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48
Q

avoiding style

A

passive withdrawal from the problem and active suppression of the issue are common

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49
Q

compromising style

A

give and take approach with a moderate concern for both self and others

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50
Q

alternative dispute resolution ADR

A

uses faster, more user friendly methods of dispute resolution, instead of traditional, adversarial approaches

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51
Q

negotiation

A

give and take decision making process involving tow or more parties with different preferences

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52
Q

distributive negotiation

A

involves a single issue (fixed pie) where one person gains at the expense of another

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53
Q

integrative negotiation

A

an agreement can be found that is better for both parties that what they would have reached through distributive negotiation

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54
Q

zone of possible agreement ZOPA

A

range of possibilities you are willing to accept

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55
Q

added value negotiation AVN

A

negotiating parties cooperatively develop multiple deal packages while building a productive long term relationship

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56
Q

power

A

the ability to marshal human, informational, and other resources to get something done

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57
Q

legitimate power

A

anchored to one’s formal position

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58
Q

reward power

A

obtain compliance through promising or granting rewards

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59
Q

coercive power

A

ability to make threats of punishment and deliver actual punishment

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60
Q

expert power

A

valued knowledge or information

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61
Q

referent power

A

reason for compliance is one’s personal characteristics and social relationships

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62
Q

position power

A

source of influence is associated with a particular job or position within an organization
(legitimate, reward coercive)

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63
Q

personal power

A

sources of influence that you possess independent of your position or job
(expert, referent)

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64
Q

empowerment

A

efforts to enhance employee performance, well-being, and positive attitudes

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65
Q

structural empowerment

A

base on transferring authority and responsibilities from management to employees

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66
Q

psychological empowerment

A

occurs when employees feel a sense of meaning, competence, self-determination, and impact at work

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67
Q

influence tactics

A

conscious efforts to affect and change a specific behavior in others

68
Q

common influence tactics

A 
rational persuasion
inspirational appeals
consultation
ingratiation
personal appeals
exchange
coalition tactics
pressure
legitimating tactics
69
Q

soft tactics

A

friendlier, not as coercive

rational persuasion, inspirational appeals, consultation, ingratiation, personal appeals

70
Q

hard tactics

A

involve more overt pressure

exchange, coalition tactics, pressure, legitimating tactics

71
Q

organizational politics

A

intentional acts of influence to enhance or protect the self-interest of individuals or groups that are not endorsed by or aligned with those of the organization

72
Q

coalition

A

informal group bound together by the active pursuit of a single issue

73
Q

impression management

A

any attempt to control or manipulate the images related to a person, organization or idea

74
Q

leadership

A

a process whereby an individual influences a group of individuals to achieve a common goal

75
Q

trait approach

A

attempts to identify personality characteristics or interpersonal attributes that can be used to differentiate leaders from followers

76
Q

narcissism

A

having a self-centered perspective, feelings of superiority, and a drive for personal power and glory

77
Q

machiavellianism

A

entails the use of manipulation, a cynical view of human nature, and a moral code that puts results over principles

78
Q

psychopathy

A

characterized as a lack of concern for others, impulsive behavior, and a lack of remorse or guilt when one’s actions harm others

79
Q

implicit leadership theory

A

based on the idea that people have beliefs about how leaders should behave and what they should do for their followers

80
Q

leadership prototype

A

mental representation of the traits and behaviors that people believe are possessed by leaders

81
Q

behavioral styles approach

A

attempts to identify the unique behaviors displayed by effective leaders

82
Q

initiating structure

A

leader behavior that organizes and defines what group members should be doing to maximize output

83
Q

transactional leadership

A

focuses on clarifying employees’ role and task requirements and providing followers with positive and negative rewards contingent on performance

84
Q

consideration

A

involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members’ needs and desires

85
Q

empowering leadership

A

represents the extent to which a leader creates perceptions of psychological empowerment in others

86
Q

servant-leadership

A

focuses on increased service to others rather than oneself

87
Q

laissez-faire leadership

A

represents a general failure to take responsibility for leading

88
Q

situational theories

A

propose that the effectiveness of a particular style of leader behavior depends on the situation

89
Q

contingency theory

A

based on the premise that a leader’s effectiveness is contingent on the extent to which a leader’s style fits or matches characteristics of the situation at hand

90
Q

path-goal theory

A

holds that leader behaviors are effective when employees view that as a source of satisfaction or as paving the way to future satisfaction

91
Q

charisma

A

form of interpersonal attraction that inspires acceptance, devotion, and enthusiasm

92
Q

transformational leaders

A

transform followers to pursue organizational goals over self-interests

93
Q

inspirational motivation

A

includes the use of charisma, involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm

94
Q

idealized influence

A

instills pride, respect, and trust within employees

95
Q

individualized consideration

A

entails behaviors associated with providing support, encouragement, empowerment, and coaching to employees

96
Q

intellectual stimulation

A

involves behaviors that encourage employees to question the status quo and to seek innovative and creative solutions to organizational problems

97
Q

leader member exchange (LMX) theory

A

based on the assumption that leaders develop unique one to one relationships with each of the people reporting to them

98
Q

forecasting

A

attempts to determine the supply of and demand for various types of human resources to predict areas within the organization where there will be labor shortages or surpluses

99
Q

trend analysis

A

constructing and applying statistical models that predict labor demand for the next year, given relatively objective statistics from the previous year

100
Q

leading indicators

A

objective measures that accurately predict future labor demand

101
Q

transitional matrix

A

chart that lists job categories held in one period and shows the proportion of employees in each of those job categories in a future period

102
Q

core competency

A

set of knowledge and skills that make the organization superior to competitors and create value for customers

103
Q

downsizing

A

planned elimination of large numbers of personnel with the goal of enhancing the organization’s competitiveness

104
Q

outsourcing

A

contracting with another organization to perform a broad set of services

105
Q

workforce utilization review

A

comparison of the proportion of employees in protected groups with the proportion that each group represents in the relevant labor market

106
Q

training

A

an organization’s planned efforts to help employees acquire job related knowledge, skills, abilities and behaviors, with the goal of applying these on the job

107
Q

instructional design

A

process of systematically developing training to meet specified needs

108
Q

learning management system LMS

A

computer application that automates the administration, development, and delivery of training programs

109
Q

needs assessment

A

process of evaluating the organization, individual employees, and employees’ tasks to determine what kinds of training, if any, are necessary

110
Q

organization analysis

A

process for determining the appropriateness of training by evaluating the characteristics of the organization

111
Q

person analysis

A

process of determining individuals’ needs and readiness for training

112
Q

task analysis

A

process of identifying and analyzing tasks to be trained for

113
Q

readiness for training

A

combination of employee characteristics and positive work environment that permit training

114
Q

e-learning

A

receiving training via the internet or the organization’s intranet

115
Q

electronic performance support system EPSS

A

computer application that provides access to skills training, information, and expert advice as needed

116
Q

on the job training OJT

A

training methods in which a person with job experience and skill guides trainees in practicing job skills at the workplace

117
Q

apprenticeship

A

work study training method that teaches job skills through a combination of on the job training and classroom training

118
Q

internship

A

on the job learning sponsored by an educational institution as a component of an academic program

119
Q

simulation

A

training method that represents a real-life situation, with trainees making decisions resulting in outcomes that mirror what would happen on the job

120
Q

avatars

A

computer depictions of trainees, which the trainees manipulate in an online role play

121
Q

virtual reality

A

computer based technology that provides an interactive, three dimensional learning experience

122
Q

experiential programs

A

training programs in which participants learn concepts and apply them by simulating behaviors involved and analyzing the activity, connecting it with real life situations

123
Q

adventure learning

A

teamwork and leadership training program based on the use of challenging, structured outdoor activities

124
Q

cross-training

A

team training in which team members understand and practice each other’s skills so that they are prepared to step in and take another member’s place

125
Q

coordination training

A

team training that teaches the team how to share information and make decisions to obtain the best team performance

126
Q

team leader training

A

training in the skills necessary for effectively leading the organization’s teams

127
Q

action learning

A

training in which teams get an actual problem, work on solving it and commit to an action plan, and are accountable for carrying it out

128
Q

readability

A

difficulty level of reading materials

129
Q

transfer of training

A

on the job use of knowledge, skills, and behaviors learned in training

130
Q

communities of practice

A

groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished

131
Q

orientation

A

training designed to prepare employees to perform their jobs effectively, learn about their organization, and establish work relationships

132
Q

diversity training

A

training designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce

133
Q

employee development

A

combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers

134
Q

protean career

A

career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment

135
Q

assessment

A

collecting information and providing feedback to employees about their behavior, communication style, or skills

136
Q

myers briggs type indicator MBTI

A

psychological test that identifies individuals’ preferences for source of energy, means of information gathering, way of decision making, and lifestyle, providing information for team building and leadership development

137
Q

DiSC

A

brand of assessment tool that identifies individuals’ behavioral patterns in terms of dominance, influence, steadiness, and conscientiousness

138
Q

assessment center

A

typically an off-site location at which multiple raters or evaluators (assessors) evaluate employees’ performance on a number of exercises, usually as they work in a group

139
Q

leaderless group discussion

A

an assessment center exercise in which a team of 5-7 employees is assigned a problem and must work together to solve it within a certain time period

140
Q

job experiences

A

combination of relationships, problems, demands, tasks and other features of an employee’s jobs

141
Q

transfer

A

assignment of an employee to a position in a different area of the company, usually in a lateral move

142
Q

downward move

A

assignment of an employee to a position with less responsibility and authority

143
Q

promotion

A

assignment of an employee to a position with greater challenges, more responsibility, and more authority than in a previous job, usually accompanied by a pay increase

144
Q

externship

A

employee development through a full-time temporary position at another organization

145
Q

sabbatical

A

leave of absence from an organization to renew or develop skills

146
Q

mentor

A

an experienced, productive senior employee who helps develop a less-experienced employee (protégé)

147
Q

coach

A

a peer or manager who works with an employee to motivate the employee, help him or her develop skills, and provide reinforcement and feedback

148
Q

self-assessment

A

use of information by employees to determine their career interests, values, aptitudes, behavioral tendencies, and development needs

149
Q

feedback

A

information employers give employees about their skills and knowledge and where these assets fit into the organization’s plans

150
Q

glass ceiling

A

circumstances resembling an invisible barrier that keep most women and minorities from attaining the top jobs in organizations

151
Q

succession planning

A

process of identifying and tracking high potential employees who will be able to fill top management positions when they become vacant

152
Q

parent country

A

country in which an organization’s headquarters is located

153
Q

host country

A

country in which an organization operates a facility

154
Q

third country

A

country that is neither parent nor host of an employer

155
Q

expatriates

A

employees assigned to work in another country

156
Q

international organization

A

an organization that sets up one or a few facilities in one or a few foreign countries

157
Q

multinational company

A

an organization that builds facilities in a number of different countries in an effort to minimize production and distribution costs

158
Q

global organization

A

organization that chooses to locate a facility based on the ability to effectively, efficiently, and flexibly produce a product or service, using cultural differences as an advantage

159
Q

transnational HRM system

A

type of HRM system that makes decisions from a global perspective, includes managers from many countries, and is based on ideas contributed by people representing a variety of cultures

160
Q

culture shock

A

disillusionment and discomfort that occur during the process of adjusting to a new culture

161
Q

cross-cultural preparation

A

training to prepare employees and their family members for an assignment in a foreign country

162
Q

repatriation

A

process of preparing expatriates to return home from a foreign assignment

163
Q

performance management cycle

A

setting accountabilities (beg)
development review (throughout)
performance review & rewards (end)
training & development and informal feedback (ongoing)

164
Q

performance improvement plan

A

here’s what has to happen in 30 days to keep your job

165
Q

extraordinary leader model (Zenger and Folkman’s 5 competencies model)

A 
Character
Personal capability
Focus on results
Interpersonal skills
Ability to lead organizational change
166
Q

9 GLOBE cultural dimensions

A 
power distance*
uncertainty avoidance*
institutional collectivism
in group collectivism*
gender egalitarianism*
assertiveness
future orientation*
performance orientation
humane orientation

Organizational Behavior (3 decks)

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