Organizational Behaviour - Definitions Flashcards
Job Satisfaction
A collection of attitudes that workers have about their jobs
Job Descriptive Index (JDI)
A questionnaire to evaluate 5 facts of satisfaction: People, Pay, Supervision, Promotions, and Work itself
Emotional Regulation
Requirement for people to conform to certain “display rules” in their job behaviour in spite of their true mood or emotions
Emotional Contagion
Tendency for moods and emotions to spread between people or throughout a group
Sender-Receiver Model of Communication
Encoding -> Transmitting -> Decoding
Mum Effect
Tendency to avoid communicating unfavourable news to others
Punctured Equilibrium Model
A model of group development that describes how groups with deadlines are affected by their first meetings and crucial midpoint transitions. Consists of: Phase 1, Midpoint Transition, Phase 2
Additive Tasks (Groups)
Tasks in which group performance is dependent on sum of performance of individual group members
Disjunctive Tasks (Groups)
Tasks in which group performance is dependent on performance of the best group member
Process Losses (Groups)
Group performance difficulties stemming from problems of motivating and coordinating larger groups
Conjunctive Tasks (Groups)
Tasks in which group performance is limited by performance of poorest group member
Role Ambiguity
A lack of clarity of job goals or methods
Role Conflict
Occurs as a condition of being faced with incompatible role expectations
Intersender Role Conflict
2+ role senders provide role occupant with incompatible expectations
Interrole Conflict
Several roles held by one occupant that result in incompatible expectations
Person-Role Conflict
Role demands call for behaviour that’s incompatible with the personality or skills of a role occupant
Group Cohesiveness
The degree to which a group is attractive to its members
Free Rider Effect
People lower their effort to get a free ride at the expense of their group members
Sucker Effect
People lower their effort b/c of the feeling that others are free riding
Collective Efficacy
Shared beliefs that a team can successfully perform a given task
Self-Managed Work Teams
Work groups that have the opportunity to do challenging work under reduced supervision. Groups regulate much of their own members’ behaviour
Cross-Functional Teams
Work groups that bring people with different functional specialities together
Interpersonal Conflict
The process that occurs when one person, group, or organizational subunit frustrates the goal attainment of another
Relationship Conflict
Interpersonal tensions among individuals that have to do with their relationship per se, not the task at hand
Task Conflict
Disagreements about the nature of the work to be done
Process Conflict
Disagreements about how work should be organized and accomplished (e.g. disagreements about responsibility, authority, and resource allocation)
Stress
A psychological reaction to the demands inherent in a stressor that has the potential to make a person feel tense or anxious
Passive Response (Stress Response)
Individual has little direct control over effects of stress
Active Response (Stress Response)
Individuals can cope with previous aspect of stress episode
Role Overload
Requirement for too many tasks to be performed in too short a time period
Rationalization (Stress Reaction)
Attributing socially acceptable reasons or motives to one’s actions so they appear reasonable and sensible, at least to oneself
Projection (Stress Reaction)
Attributing one’s own undesirable ideas and motives to others so they seem less negative
Displacement (Stress Reaction)
Directing feelings of anger at a ‘safe’ target rather than expressing them where they may be punished
Reaction Formation (Stress Reaction)
Expressing oneself in a manner that’s directly opposite to the way one truly feels, rather than risking negative reactions to one’s true position