Org. Effectiveness Flashcards
1
Q
Adjourning
A
The final stage in group development for temporary groups, where attention is directed toward wrapping up activities rather than task performance
2
Q
Affective Commitment
A
An individual’s emotional attachment to and identification with an organization, and a belief in its values
3
Q
Affective Component
A
The emotional or feeling segment of an attitude
4
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Agreeableness
A
A personality trait that describes the degree to which a person is good-natured, cooperative, and trusting
5
Q
Anchoring Bias
A
A tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information
6
Q
Appreciative Inquiry (AI)
A
An approach to change that seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance
7
Q
Arbitrator
A
A third party to negotiation who has the authority to dictate an agreement
8
Q
Artifacts
A
Aspects of an organization’s culture that you see, hear, and feel
9
Q
Attribution Theory
A
The theory that when we observe what seems like atypical behaviour by an individual, we attempt to determine whether it is internally or externally caused
10
Q
Authentic Leaders
A
Leaders who know who they are, know what they believe in an value, and act on these values and beliefs openly and candidly. Their followers could consider them to be ethical people
11
Q
Autonomy
A
The degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and determining the procedures to be used in carrying it out
12
Q
Availability Bias
A
The tendency for people to base their judgements on information that is readily available to them rather than complete date
13
Q
Bargaining Zone
A
the zone between each party’s resistance point, assuming that there is overlap in this range
14
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BATNA
A
the Best Alternative To A Negotiated Agreement; the outcome an individual faces if negotiations fail
15
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Behavioural Ethics
A
Analyzing how people actually behave when confronted with ethical dilemmas
16
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Behavioural Theories of Leadership
A
Theories that propose that specific behaviours differentiate leaders from nonleaders
17
Q
Behaviourism
A
A theory that argues that behaviour follows stimuli in a relatively unthinking manner
18
Q
Beliefs
A
The understandings of how objects and ideas relate to each other
19
Q
Boundaryless Organization
A
An organization that seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams
20
Q
Bounded Rationality
A
Limitations on a person’s ability to interpret, process and act on information
21
Q
Centralization
A
The degree to which decision making is concentrated at a single point in the organization
22
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Charismatic Leadership Theory
A
A leadership theory that states that followers make attributions of heroic leadership abilities when they observe certain behaviors
23
Q
Coercive power
A
power based on fear
24
Q
Cognitive Component
A
The opinion or belief segment of an attitude
25
Cognitive Evaluation Theory
Offering extrinsic rewards (e.g., pay) for work effort that was previously rewarding intrinsically will tend to decrease the overall level of a person's motivation
26
Cohesiveness
The degree to which team members are attracted to one another and are motivated to stay on the team
27
Collectivism
A national culture attribute that describes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them
28
Conciliator
A trusted third party who provides an informal communication link between the negotiator and the opponent
29
Confirmation Bias
The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgements
30
Conscientiousness
A personality trait that describes the degree to which a person is responsible, dependable, persistent and achievement-oriented
31
Consideration
The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for employees' ideas, and regard for their feeling
32
Contingency Approach
An approach taken by OB that considers behaviours within the context in which it occurs
33
Continuance Commitment
An individual's calculation to stay with an organization based on the perceived costs of leaving the organization
34
Continuous Reinforcement
A desired behaviour is reinforced each and every time it is demonstrated
35
Contrast Effects
The concept that our reaction to one person is often influenced by other people we have recently encountered
36
Cost-minimization Strategy
Strategy that emphasizes tight cost controls, avoidance of unnecessary innovation or marketing expenses, and price cutting
37
Cultural Intelligence (CI)
The ability to understand someone's unfamiliar and ambiguous gestures in the same way as would people from that person's culture
38
Dark Triad
A group of negative personality traits consisting of Machiavellianism, narcissism and psychopathy
39
Decentralization
The degree to which decision making is distributed to lower-level employees
40
Deep Acting
Trying to modify one's true inner feelings to match what is expected
41
Distributive Bargaining
Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation
42
Distributive Justice
Perceived fairness of the amount and allocation of rewards among individuals
43
Dominant Culture
A system of shared meaning that expresses the core values shared by a majority of the organization's members
44
Double-Loop Learning
A process of correcting errors by modifying the organization's objectives, policies and standard routines
45
Dyadic Conflict
Conflict that occurs between two people
46
Dysfunctional Conflict
Conflict that hinders group performance
47
Emotional Dissonance
Inconsistency between the emotions an individual feels and the emotions they show
48
Employee Deviance
Voluntary actions that violate established norms and threaten the organization, its members, or both
49
Encounter Stage
The stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge
50
Ethical Work Climate (EWC)
The shared concept of right and wrong behaviour in the workplace that reflects the true values of the organization and shapes the ethical decision-making of its members
51
Expectancy Theory
The theory that individuals act based on their evaluation of whether their effort will lead to good performance, whether good performance will be followed by a given outcome, and whether that outcome is attractive
52
Expert Power
Influence based on special skills or knowledge
53
Extrinsic Motivation
Motivation that comes from outside the person and includes such things as pay, bonuses, and other tangible rewards
54
Fiedler Contingency Model
A leadership theory that proposes that effective group performance depends on the proper match between the leader's style and the degree to which the situation gives the leader control
55
Filtering
A sender's manipulation of information so that it will be seen more favourably by the receiver
56
Fixed Pie
the belief that there is only a set amount of goods or services to be divided up between the parties
57
Fixed-Interval Schedule
the reward is given at fixed time intervals
58
Fixed-Ratio Schedule
the reward is given at fixed amounts of output
59
Flexible Benefits
a benefits plans that allows each employee to put together a benefits package individually tailored to his or her own needs and situation
60
Flextime
an arrangement where employees work during a common core period each day but can form their total workday from a flexible set of hours outside the core
61
Formalization
the degree to which jobs within an organization are standardized
62
Forming
the first stage in group development, characterized by much uncertainty
63
Functional Conflict
Conflict that supports the goals of the group and improves its performance
64
Fundamental Attribution Error
The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behaviour of others
65
Gainsharing
A group-based incentive plan in which improvements in group productivity determine the total amount of money to be shared
66
Goal-Setting Theory
A theory that says that specific and difficult goals, with feedback, lead to higher performance
67
Grapevine
the organization's most common informal network
68
Group Cohesion
the extent to which members of a group support and validate one another while at work
69
Group Diversity
The presence of a heterogeneous mix of individuals within a group
70
Group functioning
the quantity and quality of a work group's output
71
Groupshift
a phenomenon in which the initial positions of individual group members becomes exaggerated because of the interactions of the group
72
Groupthink
A phenomenon in which group pressures for conformity prevent the group from critically appraising unusual, minority, or unpopular views
73
Halo Effect
Drawing a general impression of an individual on the basis of single characteristic
74
Heuristics
Judgment shortcuts in decision making
75
Maslow's Hierarchy of Needs
1. Physiological
2. Safety
3. Social
4. Self-Esteem
5. Self Actualization
76
High-Context Culture
Cultures that rely heavily on nonverbal and subtle situational cues in communication
77
Hindsight Bias
the tendency to believe falsely, after an outcome of an event is actually known, that one could have accurately predicted that outcome
78
Hygiene Factors
factors that when adequate in a job placate employees. When these factors are adequate, people will not be dissatisfied
79
Learning Organization
an organization that has developed the continuous capacity to adapt and change
80
Level 5 leaders
leaders who are fiercely ambitious and driven, but their ambition is directed toward their company rather than themselves
81
long-term orientation
a national culture attribute that emphasizes the future, thrift and persistence
82
Low-context culture
cultures that rely heavily on words to convey meaning in communication
83
Loyalty
Dissatisfaction expressed by passively waiting for conditions to improve
84
Uncertainty Avoidance
a national culture attribute that describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them
85
Unity of Command
the idea that a subordinate should only have one superior to whom he or she is directly responsible
86
Utilitarianism
A decision focused on outcomes or consequences that emphasizes the greatest good for the greatest numbers
87
Valence
the value or importance an individual places on a reward
88
Value System
a hierarchy based on a ranking of an individual's values in terms of their intensity
89
Variable-pay program
a pay plan that bases a portion of an employee's pay on some individual and/or organizational measure of performance
90
Virtual Organization
A continually evolving network of independent companies linked together to share skills, costs and access to one another's markets
91
Work Specialization
the degree to which tasks in the organization are subdivided into separate jobs
92
Identification-based trust
Trust based on a mutual understanding of each other's intentions and appreciation of each other's wants and desires
93
Imitation Strategy
a strategy of moving into new products or markets only after their viability has already been proven
94
Informational Justice
the degree to which employees are provided truthful explanations for decisions
95
Initiating Structure
the extent to which a leader is likely to define and structure his or her role and the roles of employees in order to attain goals
96
Instrumentality
the belief that performance is related to rewards
97
Integrative Bargaining
Negotiation that seeks one or more settlements that can create a win-win solution
98
Intergroup Conflicts
Conflict between different groups or teams
99
Intermittent Reinforcement
A desired behaviour is reinforced often enough to make the behaviour worth repeating, but not every time it is demonstrated
100
Intragroup Conflict
Conflict that occurs within a group or team
101
Job Characteristics Model (JCM)
A model that proposes that any job can be described in terms of five core job dimensions: skill variety, task identity, task significance, autonomy, and feedback
102
Job Enrichment
the vertical expansion of jobs, which increases the degree to which the employee controls the planning, execution and evaluation of the work
103
Machiavellianism
The degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means
104
Maintenance Roles
Roles performed by group members to maintain good relations within the group
105
Management by Objectives (MBO)
An approach to goal setting in which specific measurable goals are jointly set by managers and employees; progress on goals is periodically reviewed, and rewards are allocated on the basis of the program
106
Matrix Structure
An organizational design that combines functional and product departmentalization; it has a dual chain of command
107
McClelland's Theory of Needs
Achievement, power and affiliation are three important needs that help explain motivation
108
Mechanistic Model
A structure characterized by high specialization, rigid departmentalization, a clear chain of command, narrow spans of control, a limited information network and centralization
109
Mediator
a neutral third party who facilitates a negotiated solution by using reasoning, persuasion and suggestions for alternatives
110
Metamorphosis Stage
the stage in the socialization process in which a new employee adjusts to the values and norms of the job, work group, and organization
111
Motivating Potential Score (MPS)
a predictive index suggesting the motivation potential in a job
112
Multiteam System
A collection of two or more interdependent teams that share a superordinate goal; a team of teams
113
Need for Achievement (nAch)
the drive to excel, to achieve in relation to a set of standards and to strive to succeed
114
Need for affiliation (nAff)
the desire for friendly and close interpersonal relationships
115
Need for power (nPow)
the need to make others behave in a way that they would not have behaved otherwise
116
Normative Commitment
the obligation an individual feels to stay with an organization
117
Norming
the third stage in group development, characterized by close relationships and cohesiveness
118
Organic Model
a structure that is flat, uses cross-functional and cross-hierarchical teams, possesses a comprehensive information network, has wide spans of control and has low formalization
119
Organizational Citizenship Behaviour (OCB)
Discretionary behaviour that is not part of an employee's formal job requirements, but that nevertheless promotes the effective functioning of the organization
120
Overconfidence Bias
Error in judgement that arises from being far too optimistic about one's own performance
121
Task Conflict
Conflict over content and goals of the work
122
Task Identity
The degree to which the job requires completion of a whole and identifiable piece of work
123
Task-oriented Roles
Roles performed by group members to ensure that the tasks of the group are accomplished
124
Terminal Values
the goals that individuals would like to achieve during their lifetime
125
Theory X
the assumption that employees dislike work, will attempt to avoid it, and must be coerced or controlled with punishment to achieve goals
126
Theory Y
the assumption that employees like work, are creative, seek responsibility and will exercise self-direction and self-control if they are committed to the objectives
127
Three-stage model of creativity
the proposition that creativity involves three stages: causes (creative potential and creative environment), creative behaviour and creative outcomes (innovation)
128
Two-factor theory
a theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. also called the motivation-hygiene theory
129
Participative Management
a process in which subordinates share a significant degree of decision making power with their immediate supervisors
130
Path-Goal Theory
A leadership theory that says it is the leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization
131
Performing
The 4th stage in group development, when the group is fully functional
132
Power Distance
A national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally
133
Prearrival Stage
The period of learning in the socialization process that occurs before a new employee joins and organization
134
Procedural Justice
The perceived fairness of the process used to determine the distribution of rewards
135
Proxemics
The study of physical space in interpersonal relationships
136
Referent Power
Influence based on possession by an individual of desirable resources or personal traits
137
Reinforcement Theory
A theory that says that behaviour is a function of its consequences
138
Representative Participation
A system in which employees participate in organizational decision making through a small group of representative employees
139
Reward Power
Power that achieves compliance based on the ability to distribute rewards that others view as valuable
140
Satisficing
To provide a solution that is both satisfactory and sufficient
141
Self-Concordance
The degree to which a person's reasons for pursuing a goal are consistent with the person's interests and core values
142
Self-Determination Theory
A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation
143
Self-Efficacy Theory
Individuals' beliefs in their ability to performance a task influence their behaviour
144
Single-Loop Learning
A process of correcting errors using past routines and present policies
145
Situational Leadership
A leadership theory that focuses on the readiness of followers
146
Storming
The second stage in group development, characterized by intragroup conflict
147
Keys to successful culture shift (5)
1. clear strategic vision
2. top management commitment
3. review organization structure, processes, HR programs
4. employee socialization
5. positive reinforcement
148
Discretionary Effort
motivation + satisfaction + commitment to the organization
149
Types of Teams (5)
1. Traditional
2. Employee Involvement
3. Semi-autonomous work groups
4. Self-managing teams
5. Self-designing teams
150
Stages of Team Development
1. Forming
2. Storming
3. Norming
4. Performing
151
Types of Team Dysfunction (6)
1. C-type conflicts
2. A-type conflicts
3. Role Ambiguity
4. Role Conflict
5. Status
6. Social Loafing
