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ORG Flashcards

1
Q

a management function that involves inspiring and influencing people in the organization to achieve a common goal

A

Leading

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2
Q

the process of working with and through others to achieve organizational objectives efficiently and ethically amid constant change. It also deals with planning, organizing, staffing, leading, and controlling

A

Managing

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3
Q

pertains to the unique combination of physical and mental characteristics that affect how individuals react to situations and interact with others, and if unhealthy or not fully functioning could cause con- flicts/problems among individuals.

A

Personality

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4
Q

five basic personality dimensions

A
  1. Extraversion
  2. Agreeableness
  3. Conscientiousness
  4. Emotional Stability
  5. Openness to experience
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5
Q

the degree to which someone is sociable, talkative, and assertive

A

Extraversion

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6
Q

the degree to which someone is good natured, cooperative, and trusting

A

Agreeableness

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7
Q

the degree to which someone is responsible, dependable, persistent, and achievement-oriented

A

Conscientiousness

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8
Q

the degree to which someone is calm, enthusiastic, and secure (positive), or tense, nervous, depressed, and insecure (negative)

A

Emotional Stability

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9
Q

the degree to which someone is imagi-
native, artistically sensitive, and intellectual

A

Openness to experience

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10
Q

pertains to the ability to manage one’s self and interact with others in a positive way

A

Emotional Intelligence

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11
Q

gave four key components of EI

A

self-awareness, self management, social awareness, and relationship management

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12
Q

refers to employee behavior that exceeds work role requirements and also behaviors that go beyond the call of duty.

A

Organizational Citizenship Behavior (OCB)

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13
Q

to the extent to which an individual employee identifies with an organization and its goals.

A

Organizational Commitment

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14
Q

fers to employ- ees’ general attitude toward their respective jobs.

A

Job Satisfaction and Productivity

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15
Q

refers to psychological processes that arouse and direct goal-directed behavior

A

Motivation

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16
Q

a body of fundamental principles verifiable by experiment or observation

A

Theory

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17
Q

Maslow’s Hier- archy of Five Human Needs

A

physiological, safety, social, esteem, and self-actualization

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18
Q

refers to the theory that was
proposed by Douglas McGregor.

A

McGregor’s Theory X and Theory Y

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19
Q

negative view of workers which assumes that workers
have little ambition, dislike work, and avoid responsibilities; they need to be closely monitored or controlled in order for them to work effectively.

A

Theory X

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20
Q

positive view of workers which assumes that employees
enjoy work, seek out and accept responsibility, and are self-directed.

A

Theory Y

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21
Q

This theory is also known as the Motivation-Hygiene Theory

A

Herzberg’s Two Factor Theory

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22
Q

was proposed by David McClel- land and states that individuals have three needs that serve as motivators at work.

A

McClelland’s Three Needs Theory

23
Q

Three needs McClelland referred to are:

A

the need for achievement (nAch), the need for power (nPow), and the need for affiliation (nAff)

24
Q

For Alderfer, a set of core needs explains behavior. E stands for existence needs, R refers to relatedness needs, and G pertains to growth needs.

A

Alderfer’s ERG Theory

25
Q

the degree by which a job requires different activities, so employees may be able to use their different skills

A

Skill Variety

26
Q

the degree by which a job requires different activities, so employees may be able to use their different skills

A

Task Identity

27
Q

the degree by which a job has a significant impact on the lives or work of others

A

Task Significance

28
Q

the degree by which a job provides enough freedom and discretion to employees

A

Autonomy

29
Q

the degree by which performing job requirements results in the employee’s receipt of information about his or her performance effectiveness

A

Feedback

30
Q

Five Core Dimensions

A
  1. Skill Variety
  2. Task Identity
  3. Task Significance
  4. Autonomy
  5. Feedback
31
Q

a theory stating that specific goals motivate performance and that more difficult goals, when accepted by employees, result in greater motivation to perform well, as compared to easy goals.

A

Goal Setting Theory

32
Q

a theory which states that behavior is a function of its consequences.

A

Reinforcement Theory

33
Q

a theory which states that employees are moti- vated to work well by combining tasks to form complete jobs.

A

Job Design Theory

34
Q

which states that employees assess job outcomes in relation to what they put into it and then compare these with their co-workers.

A

Equity Theory

35
Q

states that an individual tends to act in a certain way, based on the expectation that the act will be followed by an outcome
which may be attractive or unattractive to him or her.

A

Expectancy Theory

36
Q

the process of inspiring and influencing a group of people to achieve a common goal

A

Leadership

37
Q

a theory based on leader traits or personal charac- teristics that differentiate leaders from followers.

A

Trait Theory

38
Q

a theory that focuses on the behavior, action, conduct, demeanor, or deportment of a leader instead of his or her per- sonality traits

A

Behavioral Theory

39
Q

it is a situational leadership theory proposed by Fred Fiedler, an organizational behavior scholar

A

Fiedler Model

40
Q

another situational leadership theory proposed by Paul Hersey and Ken Blanchard.
The theory focused on subordinates’ readiness or extent to which the said subordinates have the ability and willingness to accomplish a specific work assignment.

A

Herahey-Blanchard Theory

41
Q

a theory developed by Robert House which states that the leader’s task is to lead his other followers or subordinates in achieving their goals by providing them direction needed in order to ensure compatibility of these said goals with the organization’s goal

A

Path-Goal Theory

42
Q

where the leader gives specific guidelines to
followers so that task accomplishment would be easier;

A

Directive Leadership

43
Q

where the leader shows concern and friendliness
to subordinates;

A

Supportive Leadership

44
Q

where the leader asks for suggestions from
followers before decision-making; and

A

participative leadership

45
Q

where the leader sets the goals that subordinates must try to achieve.

A

achievement-oriented leadership

46
Q

theoretical model which states that leaders guide their subordinates toward the achievement of their organization’s goals by using social exchange or transactions and by offering rewards in exchange for their productivity.

A

Transactional Leadership Model

47
Q

a view that developed from transactional leadership. It states that leaders inspire or transform follow- ers to achieve extraordinary outcomes. Through their leadership, they are able to e

A

Transformational Leadership Mode

48
Q

pertain to leaders who are self-confi- dent, enthusiastic, and sensitive to both environmental constraints and subordinates’ needs.

A

Charismatic Leadership Theory

49
Q

is a theory which states that leaders are able to make their subordinates follow because of their ability to create and articulate a realistic, credible, and attractive vision that may improve present conditions or circumstances.

A

Visionary Leadership Theory

50
Q

– is a theory that emerged because of the fact that leadership is increasingly taking place within a team context and that more companies are now utilizing work teams led or guided by leaders.

A

Team Leadership Theory

51
Q

– a theory proposed by Robert Greenleaf in 1970 stating that servant-leaders must focus on increased service to others rather than to one’s self.

A

Servant Leadership Theory

52
Q

any alteration of people, structure, or technology in organizations brought by external or internal forces which they encounter

A

Organizational Change

53
Q

the host of individual differences that make people in organizations different from and similar to each other

A

Organizational Diversity

ORG (1 decks)

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