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Organizational Behavior > Test Number Two (6-10) > Flashcards

Test Number Two (6-10) Flashcards

1
Q

5 Models for Job Satisfaction

A
  1. Need Fulfillment
  2. Discrepancies
  3. Value Attainment
  4. Equity
  5. Dispositional Components
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2
Q

Need Fulfillment

A

Model that proposes that satisfaction is determined by the text to which a job allows a individual to fulfill their needs.

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3
Q

Discrepancies

A

Satisfaction is the result of met expectations

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4
Q

Value Attainment

A

Satisfaction is based from the perception that a job allows for fulfillment of a person’s work values. “work how they want”

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5
Q

Equity

A

Satisfaction is based on how fairly a individual is treated at work

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6
Q

Genetic Components/Dispositional

A

Satisfaction can be based on some genetic factors

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7
Q

Variables that can be pos or neg and effect satisfaction

A
  1. Motivation
  2. Job Involvement-extent that a person is personal involved in his work role
  3. Organizational Commitment
  4. Withdraw Cognitions-Thoughts about quitting
  5. Turnover
  6. Perceived Stress
  7. Job Performance
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8
Q

Adam’s Equity Theory

A

Model for motivation that explains how people strive for consistency between their cognitive beliefs and their behavior.

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9
Q

Inequity

A

Person’s evaluation of whether they receive adequate rewards for their input

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10
Q

Distributive Justice

A

reflects the perceived fairness of how resources of rewards are distributed

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11
Q

Needs

A

Physiological or psychological deficiencies that arouse behavior.

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12
Q

Maslow’s Need Hierarchy Theory:

A

Motivation is a function of five basic needs-physiological, safety, love, esteem, and self-acualization.
Human needs emerge in a predictable stair-step fashion

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13
Q

Mcclelland’s Need Theory

A

Need for achievement-desire to accomplish something difficult. Need for affiliation-desire to spend more time maintaining social relationships, joining groups and wanting to be loved. Need for power-desire to influence, coach, teach or encourage others to achieve.

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14
Q

Job Rotation

A

moving employees from one specialized job to another; stimulate interest and motivation while providing employees with a broader perspective of the organization

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15
Q

Job enlargement

A

putting more variety into a job

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16
Q

Job Enrichment

A

Modifying a job so an employee has the opportunity to experience achievement, responsibility and advancement

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17
Q

Intrinsic Motivation

A

positive internal feelings that are generated by doing well causing motivation

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18
Q

Extrinsic motivation

A

motivation caused by the desire to obtain specific outcomes

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19
Q

PE fit

A

compatibility between an individual and a work environment

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20
Q

Characteristics of Intrinsic Motivation

A

Sense of choice, competence, progress and meaningfulness.

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21
Q

Equity Theory

A

model of motivation that explains how people strive for fairness and justice in social exchanges

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22
Q

Equity Sensitivity Levels

A

Benevolents=higher tolerance for negative inequity
Sensitives=strict norm of reciprocity and quickly move to resolve inequity
Entitleds- no tolerance for negative inequity

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23
Q

Organizational Justice Levels (3)

A

Distributive Justice- perceived fairness of how resources and rewards are distributed
Procedural Justice-perceived fairness of the processes and procedures used to make allocation descisions
Interactional Justice-quality of the interpersonal treatment people receive when procedures are implemented

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24
Q

Expectancy

A

Belief that a particular degree of effort will be followed by a particular level of performance
Vrooms Expectancy Theory

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25
Instrumentality
Belief that a particular level of performance will be reware with a particular level of outcome Vroom Expectancy Theory
26
Valence
The positive or negative value a person places on a reward or outcome Vrooms expectancy Theory
27
SMART Goals
``` Specific Measurable Attainable Results oriented Time bound ```
28
Continual Process for Individual Job Improvement
Situational Factors-Individual (personal traits, abilities, motivation, job knowledge) and Organization (organizations culture, job design) Improvement Cycle- Goal Setting, Rewards and postitive reinforcement, feedback Desired Outcomes- Persistent effort, Improved Performance, Job Satisfaction, personal growth
29
Feedback
Def Can be instuctional and motivational (see a reward at the end) Can come from others, task or oneself
30
Upward feedback
Lower-level employees provide feedback on a managers style and performance
31
360 Degree Feedback
letting individuals compare their own perceived performance with behaviorally specific feedback from others
32
Extrinsic Rewards
FInancial, material or social rewards from the environment
33
Intrinsic Rewards
Self-granted
34
Thorndike's Law of Effect
behavior with favorable consequences tends to be repeated; unfavorable consequences tends to disappear
35
Schedules of Reinforcement
COntinuous Intermittent- reinforcing some but not all instances of a target behavior Shaping- reinforcing closer and closer approximations to a target behavior
36
Formal Group Vs Informal Group
Formal- formed by a manager | Informal- created by people (usually friends with friends)
37
Tuckman's Five Stage Theory for Group Development
1 Forming- Ice breaking, coming together, people are nervious about their roles 2 Storming- Fighting and attempting to find better results 3 Norming- Roles are defined 4 Preforming- People are carrying out tasks % Adjourning- Coming together and analyzing after a project is completed
38
Maintenance Task Roles: Encourager
Fosters group solidarity by accepting and praising various points of view
39
Maintenance Task Roles: Harmonizaer
Mediates conflict through reconciling or humor
40
Maintenance Task Roles: Compromiser
Helps resolve conflict by meeting others half way
41
Maintenance Task Roles: Gatekeeper
Encouragers all group members to participate
42
Maintenance Task Roles: Standard Setter
Evaluates the quality of group process
43
Maintenance Task Roles: COmmentator
Records and comments on group
44
Maintenance Task Roles FOllower
Serves as a passive audience
45
Norms/ Why Norms are good
Attitude, opinion, feeling or action shared by two or more people that guides their behavior Help the group survive, clarify behavioral expectations, help individuals avoid embarrassing situations, clarify the groups central values
46
When a group becomes a team (5 Things)
``` Leadership-becomes a shared activity Accountability-shifts from individual to both individual and collective Purpose-is developed Problem solving- becomes a way of life Effectiveness-outcomes and products ```
47
Three C's of a Team Player
Committed Collaborative Competent- has skills
48
Three forms OF Trust
Contractual Trust-trust of character Communication Trust-trust of disclosure people will tell truth Competence Trust-trust of capability
49
Rational Model of Decision Making
``` Four Steps 1 Identify the problem 2 Generate alternative solutions 3 Evaluate alternatives and select a solution 4Implement solution ```
50
Simons Model for Decision Making
Bounded Rationality- decision makers are restricted by a variety of constraints when making decisions Satisficing- choosing something that is good enough
51
Garbage Can Model of Decision Making
decisions are made from interaction between problmes, solutions, participants and choice opportunities
52
Simple Context
Stable and has a clear cause and effect relationship
53
Complicated Context
clear relationship between cause and effect but not everyone sees it
54
Complex Context
one right answer but so many unknowns that cause and effect cannot be seen
55
Chaotic context
cause and efffect are changing so fast that they are tough to see
56
Intuition
judgments or decisions that come to mind on their own without explicit awareness
57
Functional Conflict
constructive or cooperative conflict; focuses on the issues, mutual respect
58
Dysfunctional Conflict
threatens organizations interests
59
Personality Conflict
interpersonal oppositions based on personal dislike
60
Work-Family Conflict
demands of ones work role conflicts with those of family role
61
Programmed Conflict
encourages different opinions without protecting managements personal feelings ex: devils advocacy-assigning someone the role of critic Dialectic Method-fostering a structured debate of opposing viewpoints
62
Negotiation: Definition and 2 types
give and take decision making process involving independent parties Distributive-single issue & one person gains at the expense of other person Integrative-multiple issues, creative thinking can improve outcome for all parties.

Organizational Behavior (4 decks)

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