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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
Q

Instrumentality

A

Belief that a particular level of performance will be reware with a particular level of outcome
Vroom Expectancy Theory

26
Q

Valence

A

The positive or negative value a person places on a reward or outcome
Vrooms expectancy Theory

27
Q

SMART Goals

A 
Specific
Measurable
Attainable
Results oriented
Time bound
28
Q

Continual Process for Individual Job Improvement

A

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
Q

Feedback

A

Def
Can be instuctional and motivational (see a reward at the end)
Can come from others, task or oneself

30
Q

Upward feedback

A

Lower-level employees provide feedback on a managers style and performance

31
Q

360 Degree Feedback

A

letting individuals compare their own perceived performance with behaviorally specific feedback from others

32
Q

Extrinsic Rewards

A

FInancial, material or social rewards from the environment

33
Q

Intrinsic Rewards

A

Self-granted

34
Q

Thorndike’s Law of Effect

A

behavior with favorable consequences tends to be repeated; unfavorable consequences tends to disappear

35
Q

Schedules of Reinforcement

A

COntinuous
Intermittent- reinforcing some but not all instances of a target behavior
Shaping- reinforcing closer and closer approximations to a target behavior

36
Q

Formal Group Vs Informal Group

A

Formal- formed by a manager

Informal- created by people (usually friends with friends)

37
Q

Tuckman’s Five Stage Theory for Group Development

A

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
Q

Maintenance Task Roles: Encourager

A

Fosters group solidarity by accepting and praising various points of view

39
Q

Maintenance Task Roles: Harmonizaer

A

Mediates conflict through reconciling or humor

40
Q

Maintenance Task Roles: Compromiser

A

Helps resolve conflict by meeting others half way

41
Q

Maintenance Task Roles: Gatekeeper

A

Encouragers all group members to participate

42
Q

Maintenance Task Roles: Standard Setter

A

Evaluates the quality of group process

43
Q

Maintenance Task Roles: COmmentator

A

Records and comments on group

44
Q

Maintenance Task Roles FOllower

A

Serves as a passive audience

45
Q

Norms/ Why Norms are good

A

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
Q

When a group becomes a team (5 Things)

A 
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
Q

Three C’s of a Team Player

A

Committed
Collaborative
Competent- has skills

48
Q

Three forms OF Trust

A

Contractual Trust-trust of character
Communication Trust-trust of disclosure people will tell truth
Competence Trust-trust of capability

49
Q

Rational Model of Decision Making

A 
Four Steps
1 Identify the problem
2 Generate alternative solutions
3 Evaluate alternatives and select a solution
4Implement solution
50
Q

Simons Model for Decision Making

A

Bounded Rationality- decision makers are restricted by a variety of constraints when making decisions
Satisficing- choosing something that is good enough

51
Q

Garbage Can Model of Decision Making

A

decisions are made from interaction between problmes, solutions, participants and choice opportunities

52
Q

Simple Context

A

Stable and has a clear cause and effect relationship

53
Q

Complicated Context

A

clear relationship between cause and effect but not everyone sees it

54
Q

Complex Context

A

one right answer but so many unknowns that cause and effect cannot be seen

55
Q

Chaotic context

A

cause and efffect are changing so fast that they are tough to see

56
Q

Intuition

A

judgments or decisions that come to mind on their own without explicit awareness

57
Q

Functional Conflict

A

constructive or cooperative conflict; focuses on the issues, mutual respect

58
Q

Dysfunctional Conflict

A

threatens organizations interests

59
Q

Personality Conflict

A

interpersonal oppositions based on personal dislike

60
Q

Work-Family Conflict

A

demands of ones work role conflicts with those of family role

61
Q

Programmed Conflict

A

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
Q

Negotiation: Definition and 2 types

A

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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