Preliminary Flashcards
1
Q
Systematic study and careful application of knowledge about how people as individuals and groups act within organization.
A
Organizational Behavior
2
Q
It strives to identify ways in which people can act more effectively
A
Organizational Behavior
3
Q
Other sciences applied to psychology, physiology, to understand human behavior
A
Organizational Behavior
4
Q
Goals of OB:
A
Describe systematically how people behave
Understand why people behave
Predict future employee behavior
Control/Develop some human activity at work
5
Q
Forces affecting the nature of organizations
A
People
Structure
Technology
Environment
6
Q
Organizations as social systems consisting of individuals and groups
A
People
7
Q
The workforce has become a rich melting pot of diversity
A
People
8
Q
Decline in work ethic and rise in emphasis on leisure, self-expression, fulfillment and personal growth
A
People
9
Q
It defines the formal relationships and use of people in organization
A
Structure
10
Q
Such relationships create complex problems of cooperation, negotiation and decision making
A
Structure
11
Q
It provides resources with which people work affects the task they perform
A
Technology
12
Q
It allows people to do more and better work; however, it restricts people in various ways
A
Technology
13
Q
Cost vs benefit that technology brings
A
Technology
14
Q
Organization operates in an external and internal environments
A
Environment
15
Q
New changes in the environment create demands on organization
A
Environment
16
Q
Fundamental concepts of OB
A
The nature of people
The nature of organization
17
Q
The nature of people
A
Individual differences Desire for involvement Value of the person A whole person Motivates behaviour Perception
18
Q
The nature of organizations
A
Social systems
Ethics
Mutual interest
19
Q
Four approaches to Organizational Behavior
A
Human resources approach
Results-oriented approach
Contingency approach
Systems approach
20
Q
People are to be developed (supportive approach)
A
Human resources approach
21
Q
Concern with the growth and development of people toward higher levels pf competency, creativity and fulfillment because people are central resource in any organization
A
Human resources approach
22
Q
Helps employees become better, more responsible people, and then it tries to create a climate in which they may contribute to the limits of their improved abilities
A
Human resources approach (supportive approach)
23
Q
Resulted from the belief that different situations require different behavioral practice for greatest effectiveness
A
Contingency approach
24
Q
There is one best way no longer holds true
A
Contingency approach
25
What if?
Contingency approach
26
Case to case basis
Contingency approach
27
Encourages analysis of each situation prior to action while at the same time discouraging habitual practice based on universal assumptions about people
Contingency approach
28
Dominant goal for many is to be productive
Results-oriented approach
29
Productivity does not imply that one should produce more output, rather it is a measure of how one efficiently produces whatever output is required
Results-oriented approach
30
How do you see the organization as a whole?
Systems approach
31
Compels managers to take a holistic and synthesizing view of the subject
Systems approach
32
Managers interpret people- organization relationships in terms of the whole person, whole group, whole organization and whole social system
Systems approach
33
After productivity be efficient lesser resources
Results-oriented approach
34
Nagawa mo ba?
Effective
35
Paano mo nagawa?
Efficient
36
Existence needs
Physiological needs
| Safety/Security Needs
37
Relatedness needs
Social
| Esteem needs
38
Growth needs
Esteem Needs
| Self-Actualization needs
39
Theory in psychology proposed by Clayton Alderfer.
Alderfer's ERG Theory
40
He further developed Maslow's Hierarchy of needs by categorizing it into his ERG Theory which stands for___
Clayton Alderfer
| Existence, Relatedness, Growth
41
He published it in a _ article entitled __
1969
| An Empirical Test of a New Theory of Human Need
42
Includes the material and physiological desires of a person, such as food, water, air, clothing, shelter, safety, physical love and affection
Existence needs
43
Encompass social and external esteem
Relatedness Needs
44
Relationships with significant others like family, friends, co-workers and employees
Relatedness needs
45
This also means to be recognized and feel secure as part of a group or family
Relatedness needs
46
This relates to the external part of the esteem needs
Relatedness needs
47
Looking for a personal growth and development by doing work that is of high quality and meaningful
Growth needs
48
This equates to the internal part of Maslow's self-esteem needs and self-actualization needs
Growth needs
49
Differences between ERG THEORY and Maslow's Model
It suggests that can be motivated by needs from more than one level at the same time
It acknowledges the importance of the needs varies for each person and as circumstances change
If a relatively more significant need is not gratified, the desire to gratify a lesser need will be increased
50
Relationships between ERG Theory's concepts:
Satisfaction-progression
Frustration-regression
Satisfaction-strengthening
51
Moving up to higher level needs based on satisfied needs
Satisfaction-progression
52
If the higher level need remains unfulfilled, a person may regress to lower level pf nerds that appear easier to satisfy
Frustration-regression
53
Iteratively strengthening the current level of satisfied needs
Satisfaction-strengthening
54
Two factor theory by
Frederick Herzberg
55
Two factor Theory Motivation also known as
Dual Factors
56
Maslow's Hierarchy of Needs was proposed by ___ in his __ paper __ in psychological review
Abraham Maslow
1943
A Theory of Human Motivation
57
He subsequently extended the idea to include his observations of human's innate curiosity
Abraham Maslow
58
In the shape of
Pyramid
59
Maslow's Hierarchy of Needs
```
Physiological
Safety and Security
Love and Belonginh
Esteem
Self-actualization
```
60
In ___, he proposed a two-factory theory or ____
1959
Frederick Herzberg
Motivator-hygiene theory
61
According to him, there are some job factors that result in satisfaction while there are other job factors that prevent dissatisfaction
Herzberg
62
According to Herzberg, the opposite of "Satisfaction" is ___ and the opposite of "Dissatisfaction" is ___
"No satisfaction "
| "No Dissatiafaction"
63
Herzberg classified these job factors into two categories:
Hygiene factors
| Motivational factors
64
Those job factors which are essential for existence of motivation at workplace
Hygiene factors
65
These do not lead to positive satisfaction for long-term. But if these factors are absent/non-existant at workplace, then they lead to dissatisfaction
Hygiene factors
66
In other words, they are those factors which when adequate/reasonable in a job, pacify the employees and do not make them dissatisfied.
Hygiene factors
67
These factors are extrinsic to work.
Hygiene factors
68
Other term for Hygiene factors
Dissatisfiers or Maintenance factors
69
It symbolized the physiological needs which the individuals wanted and expected to be fulfilled
Hygiene factors
70
Hygiene factors
```
Pay
Company policies
Fringe benefits
Physical working conditions
Status
Interpersonal relations
Job security
```
71
___ structure should be appropriate and reasonable
The pay or salary
72
It must be equal and competitive to those in the same industry in the same domain
Pay
73
It should not be too rigid. They should be fair and clear. It should include flexible working hours, dress code, breaks, vacation, etc
Company policies and administrative policies
74
The employees should be offered health care plans (mediclaim), benefits for the family members, employee help programmes, etc
Fringe benefits
75
The working conditions should be safe, clean and hygienic. The work equipments should be updated and well-maintained
Physical working conditions
76
The employees' status within the organization should be familiar and retained
Status
77
The relationship of the employees with his peers, superiors and subordinates should be appropriate and acceptable. There should be no conflict or humiliation element present
Interpersonal relations
78
The organization must provide job security to the employees
Job security
79
According to Herzberg, this cannot be regarded as motivators
Hygiene factors
80
These yield positive satisfaction
Motivational factors
81
These factors motivate the employees for a superior performance.
Motivational factors
82
Motivational factors are also called as
Satisfiers
83
These factors involved in performing the job
Motivational factors
84
Employees find these factors intrinsically rewarding
Motivational factors
85
It symbolized the psychological needs that were perceive as an additional benefit
Motivational factors
86
Motivational factors
```
Recognition
Sense of achievement
Growth and promotional opportunities
Responsibility
Meaningfulness of the work
```
87
The employees should be praised and recognized for their accomplishments by the managers
Recognition
88
This depends on the job. There must be a fruit of some sort in the job
Sense of achievement
89
There must be growth and advancement opportunities in an organization to motivate the employees to perform well
Growth and promotional opportunities
90
The employees must hold themselves responsible for the work
Responsibility
91
The managers should give them ownership of the work
Responsibility
92
They should minimize control but retain accountability
Responsibility
93
The work itself should be interesting and challenging for the employee to get motivated
Meaningfulness of the work
94
Content theory
Herzberg's theory
Maslow's theory
Alderfer's theory
95
Motivation is internal
Content theory
96
Easier to control and manage behavior when you witness the task
Organizational Behavior Modification/OB Modification
97
Nagawa na behavior, modify
OB Modification
98
Motivation is external
OB Modification
99
Application of principles in organizations of behavior
OB MOD
100
OB MOD was proposed by
B.F. Skinner
101
External behavior
| Dependent on the consequences it will have
Process theories
102
Whether the effect is favorable or unfavorable
Law on Effect
103
Consequences or influences when something good will happen, continue. If something bad will happen, don't continue
Law on effect
104
Sometimes you can learn from the experience of others/environment around you
Social learning theory
105
Comes from social learning theory
Law on effect
106
Provides that favorable consequences to repeat the behavior
Positive reinforcement
107
Process of systematically applying positive reinforcement to getting used to something that will be part of your system
Shaping
108
Trained/Molded
Shaping
109
From varied degrees
Punishment
110
Different from negative reinforcement
PUnishment
111
Suspension, warning, reprimand, termination
Punishment
112
Favorable practices not recognized because it is not fit into the system
Extinction
113
Modeling/learn from the environment
Social learning theory
114
You'll do something because you're avoiding unfavorable consequences
Negative reinforcement
115
Ex: Exemption from Quiz/exam, Model Student, Salary Increase/GC/Perks, Credit card/Rewards Card
Positive reinforcement
116
What you see
Hygiene factors
117
What you don't see
Motivational factors
118
Expectancy theory proposed by:
Victor H. Vroom (1964)
119
Equity model proposed by
J. Stacy Adams
120
Equity Model and Expectancy Theory are
Process-based theories
121
It assumes that behavior results from conscious among alternatives whose purpose is to maximize pleasure and to minimize pain
Expectancy theory
122
He realized that an employee's performance is based on individual factors such as personality, skills, knowledge, experience and abilities
Expectancy theory
| Victor H. Vroom
123
This theory emphasize the needs for organizations to relate rewards directly to performance and to ensure that the rewards provided are those rewards deserved and wanted by the recipients
Expectancy theory
124
Motivation is made up of these factors/based upon the following beliefs:
Expectancy
Instrumentality
Valence
125
Expectancy theory
Effort-Performance-Rewards/Outcomes
126
Effort
Will my effort improve my performance?
127
Performance
Will performance lead to rewards?
128
Will rewards satisfy my individual goals?
Rewrds/Outcomes
129
Belief that I can try hard, I can do better
Expectancy
130
Belief that if I do better, I get a reward
Instrumentality
131
Value of the outcomes to the person vs indifference or aversion
Valence
132
Equality, to be fair and justified
Equity Model
133
State and fairness and justice, sense of justice an employee has
Equity model
134
Concerning more than needs but rewards (fair)
Equity model
135
Two factors in the equity model
Inputs
| Outcomes
136
Rich and diverse elements employees contribute to the job
Inputs
137
Example: Education, Seniority, Experience, Loyalty, Time, Effort, Creativity
Inputs
138
Rewards they get from their jobs and employers
Outcomes
139
Ex: Direct pay, Fringe benefits, something extra like travel, job security, social and psychological rewards
Outcomes
140
Types of Inequity Reactions
Internal, Physical
Internal, Psychological
External Physical
External Psychological
141
The reaction you get when you work hard
Overreward
142
Internal Physical, Overreward Reaction
Work harder
143
Internal Physical, Underreward Reaction
Lower productivity
144
Internal Psychological, Overreward Reaction
Discount the reward, Encourage the referent
145
Internal Psychological, Underreward Reaction
Inflate value of reward
146
External Physical Overreward Reaction
Obtain more
147
External Physical, Underreward Reaction
Bargain for more, possibly quit
148
External Psychological, Overreward Reaction
Change the referent
149
External Psychological, Underreward Reaction
Change the referent/person, look for another
150
Different preferences for equity
Equity sensitivity
151
No how small or big of rewards, but the procedure
Procedural justice
152
Focuses on 2 elements
Interpersonal treatment
| Clarity of expectation
153
Make up the internal social system of an organization
People
154
Employees bring a wide array of educational backgrounds, talents and perspective to their job
Diversity
155
Five Models of Organizational Behavior
```
Autocratic Model
Custodial Model
Supportive Model
Collegial Model
System Model
```
156
Basis of model
```
Managerial Orientation
Employee Orientation
Employee Psychological
Employee needs met
Performance results
```
157
Autocratic Model
Theory X
158
Custodial model
Theory Y
159
Supportive Model
Theory Y
160
System Model
Theory Y
161
Collegial Model
Theory Y
162
No best model, they were dynamic, effective during that time but it changes everyday
5 models of OB
163
It depends on power. Those who are in command must have the power "you do this-or else"
Autocratic model
164
Respect who's in the position
Power
165
Flat organization decides authority of command lowers
Decentralization
166
Under autocratic conditions, the employee orientation ___to a boss, not respect for a manager. The psychological result for employee is __ on their boss. The employer pays minimum in wages because ___ is given by employees (who may lack the qualifications for advancement)
Obedience
Dependence
Minimum performance
167
Economic man, social money. Before it's all about money
Custodial modey
168
"Thought back" They wanted to say many things filled with frustration, insecurity and aggressions
Custodial model
169
Human Resources Approach
Supportive model
170
Managers provide employees what they need
Supportive model
171
Most popular concept in Marketing
Supportive Model
172
It change depends on the people, life-giving principle
Leadership
173
Systems approach
System Model
174
Useful extension of the supportive model
Collegial model
175
Relates to a body of people working together cooperatively
Collegial
176
It depends on leadership instead of power or money
Supportive model
177
Lower-orders needs
Safety and Physiological Needs
178
Higher Order needs
Self-Actualization
Esteem
Love/Belonging
179
Involves basic survival
Physiological needs
180
If these requirements are not met, human body will not function
Physiological needs
181
Metabolic requirements to survive
Air
Water/Food
Sleep
182
For protection from the elements
Clothing and shelter
183
Security for environment, financial and well-being
Safety and Security Needs
184
Freedom from a dangerous work environment
Safety and Security Needs
185
Economic security (no-layoff guarantee or comfortable retirement plan)
Safety and Security
186
Health and well-being
Safety and Security
187
Safety net against accident/illness
Safety and Security
188
Concerns love, belongingness and social involvement at work
Belonging and social need
189
Friendships, compatible associates, family, intimacy/belonging
Belonging and social needs
190
Including one's feelings of self-worth and of competence
Esteem and Status Needs
191
Self-confidence and self-respect/value
Esteem and Status Needs
192
Desire of someone to accomplish everything that they can be, to become the most they can be
Self-actualization and Fulfillment Needs
193
Theory X and Y composed by
Douglas McGregor
194
Theories of human motivation and management
Theory X and Theory Y
195
The theories look at how a manager's perceptions of what motivates his or her team members affects the way he/she shares
Theory X and Y
196
Theory X Assumptions
```
Dislikes working
Lack of responsibility
Lack of ambition
Need to be controlled/dictated
Need to be punished to be more productive
Self-centered/resistant to change
```
197
Theory Y Assumptions
```
Work naturally
People are not inherently lazy
Can make decisions
People have potential
Learn to accept and seek responsibility
Imaginative and Creative
```
198
With the assumptions of Theory X, the managerial role is
Coerce and control employees
199
It stresses the importance of strict supervisions, external rewards, and penalties
Theory X
200
This assumes that employees are naturally unmotivated and dislike working, and this encourages on authoritarian style of management
Theory X
201
Typical management view of employees
Theory X
202
Traditional set of assumptions about people
Theory X
203
With the assumptions of Theory Y, managerial role,
Develop potential in employees and help them release that potential toward common objectives
204
It highlights the motivating role of job satisfaction and encourages workers to approach tasks without direct supervision
Theory Y
205
It assumes that employees are happy to work, are self-motivated and creative, and enjoy working with greater responsibility
Theory Y
206
Implies a more humanistic and supportive approach to managing people
Theory Y
207
How much you believe your performance in achieving desired goals
Expectancy
208
How much you like/want the reward?
Valence
209
Employees have different expectations and levels of confidence about what they are capable of doing. Management must discover what respurces, training or supervision employees need
Expectancy
210
The perception of employees as to whether they will actually get what they desire even if it has been promised by a manager. Management must ensure that promises of rewards arefulfilled and that employees are aware of that
Instrumentality
211
Refers to the emotional orientations people hold with respect to outcomes (rewards)
Valence
212
The depth of the want of an employee for EXTRINSIC (money, promotion, time-off, benefits) or INTRINSIC (satisfaction, rewards). Management must discover what employee value
Valence
