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OB 221 > OB 221 Midterm > Flashcards

OB 221 Midterm Flashcards

1
Q

organizational behavior

A

the study of what people think, feel, and do in and around organizations

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2
Q

organizations

A

groups of people who work interdependently toward some purpose

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3
Q

organizational effectiveness

A

a broad concept represented by several perspectives, including the organization’s fit w/ the external environment, internal subsystems configuration for high-performance, emphasis on organizational learning, and ability to satisfy the needs of key stakeholders

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4
Q

open systems

A

a perspective that organizations take their sustenance from the environment and, in turn, affect that environment through their output

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5
Q

organizational efficiency

A

the ratio of inputs to outcomes in the organization’s transformation process

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6
Q

organizational learning

A

a perspective that organizational effectiveness depends of the organization’s capacity to acquire, share, use and store valuable knowledge

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7
Q

intellectual capital

A

company’s stock of knowledge, including human capital, structural capital, and relationship capital

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8
Q

high-performance work practices (HPWP)

A

a perspective that effective organizations incorporate several workplace practices that leverage the potential of human capital

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9
Q

stakeholders

A

individuals, organizations, or other entities who affect, or are affected by, the organization’s objectives and actions

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10
Q

values

A

relatively stable, evaluative beliefs that guide a person’s preferences for outcomes or courses of action in a variety of situations

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11
Q

ethics

A

the study of moral principles or values that determines whether actions are right or wrong and outcomes are good or bad

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12
Q

corporate social responsibility

A

organizational activities intended to benefit society and the environment beyond the firm’s immediate financial interests or legal obligations

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13
Q

organizational citizenship behaviors (OCBs)

A

various forms of cooperation and helpfulness to others that support the organization’s social and psychological context

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14
Q

counter-productive work behaviors (CWBs)

A

voluntary behaviors that have the potential to directly or indirectly harm the organization

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15
Q

job satisfaction

A

person’s evaluation of his or her job and work context

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16
Q

globalization

A

economic, social, and cultural connectivity with people in other parts of the world

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17
Q

surface-level diversity

A

the observable demographic or physiological differences in people, such as their race, ethnicity, gender, age, and physical disabilities

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18
Q

deep-level diversity

A

differences in the psychological characteristics of employees, including personalities, beliefs, values, and attitudes

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19
Q

work/life balance

A

the degree to which a person minimizes conflict between work and nonwork demands

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20
Q

virtual work

A

work performed away from the traditional physical workplace using information technology

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21
Q

organizational structure

A

the division of labor as well as the patterns of coordination, communication, workflow, and formal power that direct organizational activities

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22
Q

span of control

A

the number of people directly reporting to the next level in the hierarchy

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23
Q

centralization

A

the degree to which formal decision authority is held by a small group of people, typically those at the top of the organizational hierarchy

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24
Q

formalization

A

the degree to which organizations standardize behavior through rules, procedures, formal training, and related mechanisms

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25
Q

mechanistic structure

A

an organizational structure with a narrow span of control and a high degree or formalization and centralization

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26
Q

organic structure

A

an organizational structure with a wide span of control, little formalization and decentralized decision making

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27
Q

functional structure

A

a type of departmentalization that organizes employees around specific knowledge or other resources

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28
Q

divisional structure

A

a type of departmentalization that groups employees around geographic areas, outputs (products/services), or clients

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29
Q

team-based structure

A

a type of departmentalization built around self-directed teams that complete an entire piece of work

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30
Q

matrix structure

A

a type of departmentalization that overlays two organizational forms in order to leverage the benefits of both

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31
Q

organizational strategy

A

the way the organization positions itself in its setting in relation to its stakeholders, given the organization’s resources, capabilities, and mission

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32
Q

motivation

A

the forces within a person that affect the direction, intensity, and persistence of voluntary behavior

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33
Q

drives

A

neural states that energize individuals to correct deficiencies or maintain an internal equilibrium

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34
Q

needs

A

goal-directed forces that people experience

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35
Q

Maslow’s Needs Hierarchy Theory

A

a motivation theory of needs arranged in a hierarchy, whereby people are motivated to fulfill a higher need as a lower one becomes gratified (bottom to top: physiological, safety, belongingness/love, esteem, self-actualization

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36
Q

positive organizational behavior

A

a perspective of organizational behavior that focuses on building positive qualities and traits within individuals or institutions as opposed to focusing on what is wrong with them

37
Q

ERG theory

A

a needs hierarchy theory consisting of three fundamental needs: existence, relatedness, growth

38
Q

Four-drive theory

A

a motivation theory based on the innate drives to acquire, bond, learn, and defend that incorporates both emotions and rationality

39
Q

expectancy theory

A

a motivation theory based on the idea that work effort is directed towards behaviors that people believe will lead to desired outcomes

40
Q

goal setting

A

the process of motivating employees and clarifying their role perceptions by establishing performance objectives

41
Q

distributive justice

A

perceived fairness in the outcomes we receive relative to our contributions and the outcomes and contributions of others

42
Q

procedural justice

A

perceived fairness of the procedures used to allocate resources as well as treatment of others throughout that exchange process

43
Q

equity theory

A

a theory that explains how people develop perceptions of fairness in the distribution and exchange of resources

44
Q

job design

A

the process of assigning tasks to a job, including the interdependency of those tasks with other jobs

45
Q

job specialization

A

the result of division of labor in which each job includes a subset of the tasks required to complete the product or service

46
Q

scientific management

A

systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency

47
Q

job characteristics model

A

a job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties

48
Q

skill variety

A

the extent to which employees must use different skills and talents to perform tasks within their job

49
Q

task identity

A

the degree to which a job requires completion of a whole or an identifiable piece of work

50
Q

task significance

A

the degree to which the job has an impact on the organization and/or larger society

51
Q

job enrichment

A

occurs when employees are given more responsibility for scheduling, coordinating, and planning their own work

52
Q

empowerment

A

a psychological concept in which people experience more self-determination, meaning, competence and impact regarding their role in the organization

53
Q

ability

A

the natural aptitudes and learned capabilities required to successfully complete a task

54
Q

competencies

A

skills, knowledge, aptitudes, and other personal characteristics that lead to superior performance

55
Q

personality

A

the relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics

56
Q

five-factor model (FFM)

A

the five abstract dimensions representing most personality traits: conscientiousness, emotional stability, openness to experience, agreeableness, and extroversion

57
Q

conscientiousness

A

a personality dimension describing people who are careful, dependable, and self-disciplined

58
Q

neuroticism

A

a personality dimension describing people with high levels of anxiety, hostility, depression, and self-consciousness

59
Q

extroversion

A

a personality dimension describing people who are outgoing, talkative, sociable, and assertive

60
Q

self-concept

A

an individual’s self-beliefs and self-evaluation

61
Q

self-efficacy

A

a person’s belief that he or she has the ability, motivation, correct role perceptions, and favorable situation to complete a task successfully

62
Q

locus of control

A

a person’s general belief about the amount of control he or she has over personal life events

63
Q

social identity theory

A

a theory that explains self-concept in terms of the person’s unique characteristics (personal identity) and membership in various social groups (social identity)

64
Q

individualism

A

a cross-cultural value describing the degree to which people in a culture emphasize independence and personal uniqueness

65
Q

collectivism

A

a cross-cultural value describing the degree to which people in a culture emphasize duty to groups to which people belong, and to group harmony

66
Q

power distance

A

a cross-cultural value describing the degree to which people in a culture accept unequal distribution of power in a society

67
Q

uncertainty avoidance

A

a cross-cultural value describing the degree to which people in a culture tolerate ambiguity (low uncertainty avoidance) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance)

68
Q

achievement nurturing orientation

A

a cross-cultural value describing the degree to which people in a culture emphasize competitive versus cooperative relations with other people

69
Q

moral intensity

A

the degree to which an issue demands the application of ethical principles

70
Q

ethical sensitivity

A

a personal characteristic that enables people to recognize the presence and determine the relative importance of an ethical issue

71
Q

perception

A

the process of receiving information about and making sense of the world around us

72
Q

selective attention

A

the process of attending to some information received by our senses and ignoring other information

73
Q

categorical thinking

A

organizing people and objects into preconceived categories that are stored in our long-term memory

74
Q

mental models

A

visual or relational images in our mind representing the external world

75
Q

stereotyping

A

the process of assigning traits to people based on their membership in social category

76
Q

attribution process

A

the perceptual process of deciding whether an observed behavior or event is caused largely by internal or external factors

77
Q

fundamental attribution error

A

the tendency to see the person rather than the situation as the main cause of that person’s behavior

78
Q

self-serving bias

A

the tendency to attribute our favorable outcomes to internal factors and our failures to external factors

79
Q

self-fulfilling prophecy

A

occurs when our expectations about another person cause that person to act in a way that is consistent with those expectations

80
Q

halo effect

A

a perceptual error whereby our general impression of a person, usually based on one prominent characteristic, colors our perception of other characteristics of that person

81
Q

primary effect

A

a perceptual error in which we quickly form an opinion of people based on the first information we receive about them

82
Q

recency effect

A

a perceptual error in which the most recent information dominates our perception of others

83
Q

false-consensus effect

A

a perceptual error in which we overestimate the extent to which others have beliefs and characteristics similar to our own

84
Q

Johari window

A

a model of mutual understanding that encourages disclosure and feedback to increase our own open area and reduce the blind, hidden, and unknown areas

85
Q

empathy

A

a person’s understanding of and sensitivity to the feelings, thoughts, and situation of others

86
Q

learning

A

a relatively permanent change in behavior (or behavior tendency) that occurs as a result of a person’s interaction with the environment

87
Q

tacit knowledge

A

knowledge embedded in our actions and ways of thinking, and transmitted through observation and experience

88
Q

behavior modification

A

a theory that explains learning in terms of the antecedents and consequences of behavior

89
Q

social learning theory

A

a theory stating that much learning occurs by observing others and then modeling the behaviors that lead to favorable outcomes and avoiding behaviors that lead to punishing consequences

OB 221 (2 decks)

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