Human relations in Organizations 9e
Part One
Northeast State
Terms : Hide Images
| 649533226 | Managers(Administration) | Individuals who achieve goals through other people. | 0 | |
| 649533227 | Organizations | A consciencusly coordinated social unit. Must have 2 or more people and have a common set of goals. | 1 | |
| 649533228 | Management Roles | Interpersonal: Informational: Decisional | 2 | |
| 649533229 | Traditional Management | Decision making, planning, an controlling | 3 | |
| 649533230 | Henry Mintzberg | Research in business management practices and organizational strategies. | 4 | |
| 649533231 | Communication | Exchanging routine information/ processing paperwork | 5 | |
| 649533232 | Human Resource Management | Motivating, disciplining, managing conflict, staffing, and training | 6 | |
| 649533233 | Networking | Socializing, politicking, and interacting with others. | 7 | |
| 649533234 | Effective Managerial Activities | Strong interpersonal skills: Communication: exchanging routine information/ processing paperwork | 8 | |
| 649533235 | Successful Managerial Activities | Strong Human Resource Management: motivating, disciplining, managing conflict, staffing, and training. | 9 | |
| 649533236 | Humans Skills | The abilitity to work with understand and motivate other people both individually and in group | 10 | |
| 649533237 | Conceptual Skills | the mental ability to analyze and diagnose complex situations | 11 | |
| 649533238 | Systems Theory | Every organization is part of a larger system All systems make demands on their parts Organizations must produce a product or service to satisfy customers They must also satisfy the larger environment Feedback facilitates adjustment to environmental demands. Survival of the organizations depends on adaptation to the environment The total cycle of input-proces-output must have managerial attention | 12 | |
| 649533239 | Basic Elements of a System | Inputs: Human Financial Equipment --> Process: Manufacturing Customer Communication ---> Outputs: Services or products----> Environment----> Repeat | 13 | |
| 649533240 | Stakeholder Approach | Perspective that emphasizes the relative importance of different groups, and individuals interests in an organization. | 14 | |
| 649533241 | Organizational Behavior (OB) | The field of study that drawns on theory, methods, and principles from variuous disciplines to learn about indidviduals perceptions, values, learning capacities, and actions while working in groups and within the organization and to analyze the external environments effect on the organization and its human resources, missions, objectives, and strategies.. | 15 | |
| 649533242 | Disciplanes that contribute to OB field | Psychology: The science that sees to measure, explain, and sometimes change the behavior of humans and other animals. Sociology: The study of people in relation to their fellow human beings. Social Psychology: an area within psychology that blends concepts from psychology and sociology and that focuces on the influence of people on one another. Politicial Science: The stud of the behavior of individual and groups within a politcal framework. Anthropology: The study of societies to learn about human beings and their activities. Political Sciences: The study of the behavior of individual and groups within a political framework. | 16 | |
| 649533243 | Contigency Approach | Approach to mangement that believes theres no one best way to manage in every situation and managersm ust find different ways that fit different situations | 17 | |
| 649533244 | Contigency Variables | Situational factors that make the main relationship between two variable change- the relationship may hold for one condition but not another. Contigency variable: independent variable, dependent variable In americal culture: Boss gives thumbs up sign, understood as complimenting In Iranian or Australian Cutlure: boss gives thumb up sign, understud as insulting "up yours" | 18 | |
| 649533245 | Model | An abstraction of reality, a simplified representation of some real world phenomenon. | 19 | |
| 649533246 | Our Ob Model | * An abstract of reality *a simplified repreentation of some real world phenomenon Psychology->Individual Sociology->Group Social Psychology-> group Anthropology-> Group, Organization Political Science-> organization Invidividual, group, organization all got to study of OB. | 20 | |
| 649533247 | Leading | A function that includes motivating employees, directing others, selecting the most effective communication channels and resolving conflict. | 21 | |
| 649533248 | Organizing | Determining what tasks are to be done, who is to do them, how the tasks are to be groupd, who reports to whom, and where decisions are to be made. | 22 | |
| 649533249 | Planning | A process that includes defining goals, establishing strategy, and developing plans to coordinate activities. | 23 | |
| 649533250 | Management Skills | technical, human, conceptual | 24 | |
| 649533251 | Traditional management | Decision making, planning, and controlling | 25 | |
| 649533252 | Technical skills | the ability to apply specialized knowledge or expertise | 26 | |
| 649533253 | Systematic Study | looks at relationships, scientefic evidence, predicts behaviors. | 27 | |
| 649533254 | Intuition | Gut feelings, individual obervation, commonsense | 28 | |
| 649533255 | Dependent Variables | A response that is affected by an independent variable. (in other words: what ob researchers try to understand) | 29 | |
| 649533256 | Productivity | A performance measure that includes effectiveness and efficiency Effectiveness: Achievements of goals Efficiency: Meeting goals at a low cost | 30 | |
| 649533257 | Absenteeism | The failure to report to work | 31 | |
| 649533258 | Turnover | The voluntary and involuntary permanent withdrawal from an organization | 32 | |
| 649533259 | DEviant Workplace Behavior | Voluntary behavior that violatres significant organizational norms and thereby threatens the well being of the organization and or any of its members Antisocial behavior: | 33 | |
| 649533260 | Organizational Citizenship Behavior (OCB) | Discretionary behavior that is not part of an employees formal job requirements, but that nevertheless promotes the effective funtioning of the organization. | 34 | |
| 649533261 | Job Satisfaction | A general attitude (not a behavior) towards one's job a positive feeling of one's job resulting from an evaluation of its characteristics. | 35 | |
| 649533262 | Independent Variables | The presumed cause of some change in the dependent variable; major determinants of dependent variable. Demographics, abilities and skills, background individual level: Group level: Organization system level: | 36 | |
| 649533263 | Demographics | Biographical Personal Characteristics: such as age, gender, race and tenure- that are objective and easily obtaiend from personal records. | 37 | |
| 649533264 | Demographics | Age: Olrder workers bring experience, judgement, a strong work ethic, and commitment to quality Gender: Few differences between men and women affect job performance Tenure: People with seniority at a job are more productive, absent less frequently, have lower turnover, and are more satisfied. Race & Ethnicicty: Contentious issue: differences exist, but could be more culture based than race based. Religion: May impact the workplace in areas of dress, grooming, and scheduling Sexual Orientation: Gender Identity: | 38 | |
| 649533265 | Ability | A biological or learned trait that permits a person to do something mental or physical | 39 | |
| 649533266 | Intellectual Abilities | The capacity to do mental activities: | 40 | |
| 649533267 | Multiple Intelligences (Cognitive, Social, Emotional, culture) | Intelligence containts for subparts, cognitive, social, emtional, and cultural. | 41 | |
| 649533268 | General Mental Ability (GMA) | A measure of overall intelligence | 42 | |
| 649533269 | Wonderlic Personnel Test | A quick measure of intelligence used for recruitment screening. | 43 | |
| 649533270 | Dimensions of Intellectual Ability | Memory: Number Aptitude: Verbal Comprehension: Perceuptual Speed: Inductive Reasoning: Deductive Reasoning: Spatial Visulization: | 44 | |
| 649533271 | Physical Abilities | Strength factors: Felxibility Factors: Other Factors: | 45 | |
| 649533272 | Physicial Abilities | Strength Factors: Dynamic strength, trunk strength, static strength, explosive strength Felxibility Factors: extent flexibility, dynamic flexibility Other Factors:body coordination, balance, stamina | 46 | |
| 649533273 | Ability Job Fit: | Exployee's abilities ---> Abilitiy Job Fit <------Job's abilitiy requirements | 47 | |
| 649533274 | Learning | Any relatively permanent change in behavior that occurs as a result of experience. Involves change Is relatively permanent Is acquired through experience | 48 | |
| 649533275 | Classical Conditioning (Ivan Pavlov) | A type of conditioning in which an individual responds to some stimulus that would not ordinarily produce such a response. Key concepts: Uncdonditonal stimulus, unconditional response, condtional sitimulus, condtioned respone. | 49 | |
| 649533276 | Operant Conditioning (BF skinner) | A type of conditioning in which desired voluntary behavior leads to a reward or prevents a punishment. Reflexive (unlearned) behavior, Condtioned (learned) behavior, reinforcement. | 50 | |
| 649533277 | Social Learning Theory (A Bandura) | People can learn through observation and direct experience. Attentional processes, retention processes, motor reproduction process, reinforcement process. | 51 | |
| 649533278 | Shaping Behavior | Systematically reinforcing each succesive step that moves an individual closer to the desired respone. reinforcement is required to change behavior, the timing of reinforcement affects learning speed and performance, some rewards are more effective than others. | 52 | |
| 649533279 | Reinforcement ( | Positive::providing a reward for a desired behavior Negative: removing an unpleasant consuquences when the diesred behavior occurs punishment: applying an indesirable conditions to eliminate an undesirable behavior Extinction: Wihtholding reinforcement of a behavior to cause its cessation | 53 | |
| 649533280 | Schedules of Reinforcement | Continuous , intermittent Fixed Interval: rewards are spaced at uniform time intervals. Variable- Interval:rewards are initiated after a fixed or constant number of responses. Fixed Ratio, Variable- Ratio | 54 | |
| 649533281 | Personality | A stable set of characteristics ad tendencies that determine commoncalititres and differences in people's behavior. A sum total of ways in which an inidvudal reacts and interacts with others, measurable traits a person exhibits. | 55 | |
| 649533282 | Heredity | Passing of trates | 56 | |
| 649533283 | Personality Traits | Extroverted V introverted: Sensing Vs Intuitive Thinking VS feeling Juding V perceiving | 57 | |
| 649533284 | Myers Briggs Type Indicator (MBT) | A personality test that taps 4 characteristics and classifies people into 1 of 16 personality types. Can be a vriable tool for self awareness and career guidance, but should not be used as a selection tool because it has not been related to job performance. | 58 | |
| 649533285 | Big Five Model | Extroversion: Sociable, gregarious, assertive Agreeableness: good natured, cooperative, trusting Conscientousness:responsible, dependable, persistent, and organized Emotional Stability: calm, self confiedt, secure under stress(positive), versus nervous depressed and insecure under stress. Openness to experience: Curious, imaginitive, artistic, and sensitive. | 59 | |
| 649533286 | Measuring Personality | Self report surveys: Oberver- rating surveys: Projective Measures: Rorschach Inkblot test, thematic apperception test | 60 | |
| 649533287 | Rorschach Inkblot Test | method of psychological evaluation | 61 | |
| 649533288 | Thematic Apperception Test | projective measure intended to evaluatwe a person's patterns of thought, attitudes, obervational capacity, and emotional responses to ambigous test materials. Set of cards that portray human figures ina variety of settings and situations. Subjects asked to tell a story about each card. | 62 | |
| 649533289 | Core Self Evaluation | Self Esteem: Locus of control(Externals Internals) | 63 | |
| 649533290 | Machiavelianism | Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means. | 64 | |
| 649533291 | Narcisism | Granlose sense of self importance, requires excessive admiriation, a sense of entitlemnet, is arrogant, performance tends to be rated as less effective. | 65 | |
| 649533292 | Self Monitoring | A personality trait that measures an individuals ability to adjust his or her behavior to extewrnal situational factors. | 66 | |
| 649533293 | Type A personality | Are always moving, walking, and eating rapidly. Feel impatient with the rate at which mot events take place Strive to think or do 2 or more things at once cannot cope with leisure time Are obsessed with numbers, measuring their succes in terms of how many or how much of everything they achquire. | 67 | |
| 649533294 | Type B personality | Never suffer from a sense of time urgency with its accompanying impatience. Feel no need to display or discuss either their achievements or accomplishments. Play for fun and relaxation, rather than to exhibit their superirority at any cost. Can relax without guilt | 68 | |
| 649533295 | Proactive Personality | Identifies opportunities, shows initiative, takes action, and perseveres until meaninful change occurs. Creates positive changes in the environment, regardless or even in spite of contraints or obstacles. | 69 | |
| 649533296 | Risk | low risk taking: are slower to make decisions, require more information before making decisions, exist in larger organizations with stable environments. High risk taking: Make quicker decisions, use less information to make decisions, operate in smaller and more entrepreneurial organizations. | 70 | |
| 649533297 | risk propensity | Aligning managers risk taking propensity to job requirements should be beneficial to organizations. | 71 | |
| 649533298 | Values | Mode of conduct or end state is personally or socially preferable (what is right & good) | 72 | |
| 649533299 | Value system | A hierarchy based on a ranking of an idnvidual's values in terms of ther intensity | 73 | |
| 649533300 | Terminal Values | Executives:Self respect, familiy secuirity, freedom, a sense of accomplishments, happnies Activists: equality, a world of peace, family secuirty, self respect, freedom Union Members: familiy secuirty, freedom, happiness, self respect, mature love. | 74 | |
| 649533301 | Instrumental values | Executives: Honest, responsible, capable, ambitious, independent. Activists: honest, helpful, courageous, responsible, capable Union members: responsible, honest, courageous, independent, capable. | 75 | |
| 649533302 | Rokeach value survey | ... | 76 | |
| 649533303 | Generational values | ... | 77 | |
| 649533304 | Contemporary work cohorts | Veterans, boomers, xers, mellenias, nexters | 78 | |
| 649533305 | Person organization fit | ... | 79 | |
| 649533306 | Hofstede;s framework for assessing cultures | ... | 80 | |
| 649533307 | Power distance | The extent to which a society accepts that power in institutions and organizations is distributed unequally. Low: realtively equal power between those with status/wealth and those without status/ wealth. High: extremely unequal power distribution between those with status/wealth and those without status/ wealth | 81 | |
| 649533308 | Individualism | The degree to which people prefer to act as individuals rather than a member of groups | 82 | |
| 649533309 | Collectivism | A tight social framework in which people expect others in groups of which they are a part to look after them and protect them. | 83 | |
| 649533310 | Masculanity | The extent to which the society values work roles of achievement, power, and control, and where assertiveness and materialism are also valued | 84 | |
| 649533311 | Femininity | The extent to which there is little differentiation between roles for men and women | 85 | |
| 649533312 | Uncertaint Avoidance | The extent to which a society feels threatened by uncertain and ambigous situations and tries to avoid them. High: society does not like ambigous situations and tries to avoid them Low: society does not mind ambiguous situations and embraces them | 86 | |
| 649533313 | Long term orientation | A national culture attribute that emphasizes the future, thrift, and persistence. | 87 | |
| 649533314 | short temr orientation | A national culture attribute that emphasizes the present and the here and now. | 88 | |
| 649533315 | attitudes | Evaluating statements or judgements concerning objects, people, or events. Cognitive compenent: the opinion or belief segment of an attitude. Affective component: The emotional or feeling segment of an attitude Behavioral componenet: an intention to behave in a certain way toward someone or something | 89 | |
| 649533316 | Types of attitudes in OB | Job satisfaction: a positive feeling about the job resulting from an evaluation of its characteristics Job involvemenet: degree of psychological identification with the job where perceived performance is important to self worth. Organization commitement: identifying with a particular organization and its goals, while wishing to maintain membership in the organization | 90 | |
| 649533317 | Cognitive Dissonance Theory (Leon Festiner | Any inconsistency between two or more attitudes or between bahvior and attiudes. Inconsistency is uncomfortable. Individuals seek to reduce this gap or dissonance by changing what they so, so it doesnt contradict what they do | 91 | |
| 649533318 | Job satisfaction and productivity | Satisfied workers are more productive and more productive workers are more satisfied. Worker productivity is higher in organizations with more satisfied workers | 92 | |
| 649533319 | Job satisfaction and abseenteeism | Satisfied employees have fewer avoidable absences | 93 | |
| 649533320 | Job satisfaction and turnover | Satisfied employees are less likely to quit. Organizations take actions to retain high performers and to weed out lower performers. | 94 | |
| 649533321 | Job dissatisfaction | 4 responses- exit: Behavior directed toward leaving the organization. Voice: Active and constructive attempts to improve conditions Loyalty: Passively waiting for conditions to improve Neglect: allowing conditions to worsen, | 95 | |
| 649533322 | Perception | A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment | 96 | |
| 649533323 | Attribution theory | When indidviduals observe behavior they attempt to determine whether it is internally or externally caused | 97 | |
| 649533324 | Fundamental Attribution error | The tendency to understimate the influence of external factors and overstimate the influence of internal factors when making jdugements about the behaviors of others. | 98 | |
| 649533325 | Self serving bias | The tendency for idndividuals to attribute their own successes to internal factors while putting blame for failures on external factors | 99 | |
| 649533326 | selective Perception | People selectively interpret what they see on the basis of their interests, background, experience, and attitudes | 100 | |
| 649533327 | Halo effect- horns effect | Drawing a general Impression about an individual on the basis of a single characteristic | 101 | |
| 649533328 | Contrast Effect | Evaluation of a person's characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristis | 102 | |
| 649533329 | Stereotyping | Judging someone on the basis of one's perception of the group to which that person belongs, a prevalent and often useful, if not always accurate, generalization | 103 | |
| 649533330 | Profiling | A form of stereotyping in which members of a group are singled out for intense scrutiny based on a single , often racial, trait | 104 | |
| 649533331 | Self fulfilling prophecy | ... | 105 | |
| 649533332 | The pygmalian effect | ... | 106 | |
| 649533333 | Decisions | choices made from among alternative developed from data perceived as relevant. | 107 | |
| 649533334 | Problem | A perceived discrepancy between the current state of affairs and a desired state | 108 | |
| 649533335 | Intuitive decision making | an uncinscious process created out of distilled experience. high level of uncertainty exists, there is little precdent to draw on, variable are less scientificially predictable, facts are limited, facts dont clearly point the way, analytical datae or of little use, several plausible alternative solutions exist, time is limited and pressing for the right decision | 109 | |
| 649533336 | Rational decision making model | Descibes how indidvudals should behave in order to maximisze some outcome 1. define proble 2. identify decision criteria 3. allocate weight to criteria 4. develop alternative 5. evaluate alternatives 6. selct best alternative | 110 | |
| 649533337 | bounded rationaliuty | individuals make decision by constructing simpified models that extract the essential features from problems without capturing all their complexity | 111 | |
| 649533338 | Anchoring bias | using early, first received information as the basis for making subsequent judgements | 112 | |
| 649533339 | Confirmation bias | using only the facts that supprt our decisions` | 113 | |
| 649533340 | Availability bias | Using recent or vivid information that is most readily at hand | 114 | |
| 649533341 | Representative bias | ... | 115 | |
| 649533342 | Escalation of committment | a spite of new negative information, commitement actually increases | 116 | |
| 649533343 | hindsight bias | looking back, once the outcome has occured, and believing that you accurately predicted the outcome of an event. | 117 | |
| 649533344 | Motivation | The processes that account for an indviduals intensity, direction, and persistence of effort towrd attaining a goal | 118 | |
| 649533345 | Abraham Maslow | created higherachy of needs a theory of self actualization in which he stressed on the positive qualites in ppl opposed to treating them as a bag of symptoms | 119 | |
| 649533346 | Hierarchy of needs | higharchy of 5 needs, physiological, safety, social, esteem, and self actualization, as each need is subsstanitally satisfied the next need becomes dominant | 120 | |
| 649533347 | Self actualization | the drive to become what one is capable of becoming | 121 | |
| 649533348 | Lower order needs | Physiologcal then Safety | 122 | |
| 649533349 | Higher order needs | Social then Esteem Then Self Actualization | 123 | |
| 649533350 | Douglas Mcgregor | Wrote the human side of enterprise. Identified an approach for creatin an environemnt which employees are motivated via authriative direction and control of intergration and self control which he called theory x and y | 124 | |
| 649533351 | Theory X | Assumes that employees dislike work, lack ambition, avoid responsibility, and must be directed and coerced to perform | 125 | |
| 649533352 | Theory Y | Assumes that employees ike work, seek responsibility, are capable of making decisions, and exercise self direction and self control when commited to a goal. | 126 | |
| 649533353 | Fredrick Herzberg | most famous for introdicuing job enrichment and the motivator hugeine theory | 127 | |
| 649533354 | 2 Factor theory | satisfaction and dissatisfaction are not opposites but separate constructs. | 128 | |
| 649533355 | Higeine Factors | Company policies, salary, work condition | 129 | |
| 649533356 | Clayton Alderfer | Further developed maslows hierarchy of needsb y categorizing the hierarchy into his ERG theory. | 130 | |
| 649533357 | ERG Theory | A reworking of maslow to fit empirical research. Removed the hiearchical assumption. Can be motivated by all 3 at once. Existence, raltedness, growth | 131 | |
| 649533358 | David McLelland | Developed new scoring systems for the thematic apperception test | 132 | |
| 649533359 | Theory of needs | ... | 133 | |
| 649533360 | Edwin A locke | developed goal setting theory that argues, that goals and intentions are cognitive and willful, and serve as mediators of human actions, and that needs and goals are mediated by values tha are beneficial for individuals. | 134 | |
| 649533361 | goal setting theory | The specific and challenging goals with self generated feedback, lead to higher performance. Depends on goal committment, task characteristics, national culture | 135 | |
| 649533362 | Managemnt by Objective | A program that encompasses specific goals, aprticipatively set, for an explicit time period, with feedback on goal progress. | 136 | |
| 649533363 | A bandura | known as the originator of social learning theory. Found self efficacy beliefs bediated changes in behavior and in fear arousal | 137 | |
| 649533364 | Self efficiacy | An indvidiuals feelin that s/he can compelte a task " I know i can" high: greated confidence, great persistence in face of difficulty, better respone to negative feedback | 138 | |
| 649533365 | John Stacey Adams | equity v inequity. | 139 | |
| 649533366 | Equity theory | attempts to explain relational satisfaction in terms of perception of fair unfair distributions of resources within interpersonal relationships. | 140 | |
| 649533367 | Distributive Justice | fairness of outcome. Who got what | 141 | |
| 649533368 | Procedural Justice | fairness of outcome process. How was who got what decided | 142 | |
| 649533369 | Victor Vroom | primary reseafrch was on the expectancy theory of motivation. | 143 | |
| 649533370 | Expectancy theory | Attempts to explain why individuals choose to follow certain courses of action in organization, particularly in decision making and leadership strehgnth of a tendency to act in a certain wait depends on strength of expectation. | 144 | |
| 649540932 | Organizational Climate | Organizational climate, while defined differently by many researchers and scholars, generally refers to the degree to which an organization focuses on and emphasizes: ■Innovation ■Flexibility ■Appreciation and recognition ■Concern for employee well-being ■Learning and development ■Citizenship and ethics ■Quality performance ■Involvement and empowerment ■Leadership | 145 |
