Complete List of Terms and Definitions for Organizational Behavior 13

Terms Definitions
Pseudoparticipation One person dominates
"the mystic";
1)archetypes/collective unconcsious
2)anima/animus
3)shadow
1-3=unconscious
4)ego
5)persona
4&5=conscious
  		Carl Jung
desire to remain affective commitment
types of teams problem-solving, cross-functional, virtual, self-managed
Optimizing choosing the best possible solution
Deduction researcher makes specific predictions about behavior on general explanations
punishment unwanted outcome follows unwanted behavior
originality novel ways to solve problems
MBTI Myers Briggs Type Indicator: predictable and differing patterns of normal behavior due to the way people PREFER to gather and process information
organizations Groups of people who work interdependently toward some purpose.
Morally Attentive Faithfully considering the ethical implications of one's actions.
Programmed conflict encourages different opinions without protecting management's personal feelings
Achievement-Oriented Leadership Emphasizes setting challenging goals, stressing excellence in performance, and showing confidence in people's ability to achieve high standards of performance
Psychological Withdrawal Mentally escaping the work environment.
bounded rationality making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity
trust positive expectations one person has towards another person in situations involving risk
stress a psychological response to demands that possess certain stakes ans that tax or exceed a person's capacity or resources
Provides performance feedback from peers, co-workers, and direct reports as well as from the supervisor 360-degree feedback
Individualism vs. Collectivism personal goals/independence vs. cohesiveness andcooperation
values those things that people consciously or subconsciously want to seek or attain
Self-appraisal Process of asking individuals to identify and assess their accomplishments, strengths, and weaknesses.
Ohio State studies Initiating structure vs. consideration: These are 2 consistent patterns, with both have high employee performance & satisfaction. Initiating: leaders set up rules & ask subordinates to do things in a specific way. Consideration: Take into account the human needs/satisfaction of subordinate
emotional intelligence entails self-awareness, self-management & self motivation, empathy, social skills
Diversity in Teams Members provide different perspectives --> improves problem solving and creativity
Heterogenous teams > Homogenous teams but not in implementation of solutions
Diversity can prevent cohesion
Dissatisfaction
(Hygiene Factors) 		Jobs with poor policies and administration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions.
Organizational commitment Extent to which an individual identifies with an organization and its goals
Nonrational models Explain how decisions actually are made
Positive Reinforcement Positive outcome follows a desired behavior
 
Ex. Works hard and recieves promotion
Romance of Leadership People attribute romantic, almost magical, qualities to leadership
Organizational Development Interventions Activities initiated to support planned change and improve work effectiveness
Role Making The phase in a leader-follower relationship when a follower voices his or her own expectations for the relationship, resulting in a free-flowing exchange of opportunities and resources for activities and effort.
Communal Cultures An organizational culture type in which employees are friendly to one another, but everyone thinks differently and does his or her own thing.
Substitutability The degree to which people have alternatives in accessing the resources a leader controls.
cognitive coping thoughts involved in dealing with stressful situation
job enrichment such as the duties and responsibilities associated with a job are expanded to provide more variety, identity, autonomy, etc.- enrichment efforts can indeed boost job satisfaction levels
integrity defined as the perception that the authority adheres to a set of valued and principles that the trustor finds acceptable
For firms characterized by organized anarchy, there is a third class of decisions called Associative choices
Involves a respresentative set of members in periodic, small-group, prob solving sessions Collateral org
stamina ability to work efficiently while he or she is engaging in prolonged physical activity
HIGH CONTEXT Cultures that rely heavily on nonverbal and subtle situational cues in communication.
Reinforcement, fixed-ratio Reinforcement after a certain number of correct responses.
Superordinate goals Objectives that require groups to cooperate in order to succeed
self-managed teams work design - common purpose,control , composition- multiskills, process - joint decisions, coordination, organization support systems -
Fundamental Attribution Error People tend to overestimate internal influence and underestimate external influence
motivation The forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior
Job Involvment Extent to which an individual is immersed in his or her present job
Unfreezing the first part of the change process whereby the change agent produces disequilibrium between the driving and restraining forces
Behavioral Perspective Assumes that leadership is central to performance and other outcomes
Intergroup Team Building Helps groups improve their working relationships with one another and experience improved group effectiveness
Reciprocal Interdependence A form of task interdependence in which group members interact with only a limited subset of other members to complete to complete the team's work.
Voice When an employee speaks up to offer constructive suggestions for change, often in reaction to a negative work event.
Dominant Culture Expresses the core values that are shared by a majority of the organization's members
variety is the degree to which the job requires a number of different activities that involve a number of different skills and talents
behavioral modeling when employees learn from what they observe and do the same thing afterwards
Behavior Modeling when employees observe the actions of others, learn from what they observe , and then repeat the observed behavior, they're engaging in.
Results in positive benefits to the group Functional conflict
ethics degree to which the behaviors of an authority are in accordance with generally accepted moral norms
realistic personality enjoys practical, hands on, real world tasks. frank, determined and rugged
Contingency model Model which states that the most appropriate leadership style depends on the favorableness of the situation, especially in relation to leader-member relations, task structure, and position power.
Ultimate attribution error Negative behavior by outgroup members is attributed to character or personality; positive behavior is attributed to circumstances.
Reverse is true for ingroup members
The issue of whether or not intrinsic and extrinsic motivators are independent is considered in which theory? a. expectancy b. reinforcement c. equity d. cognitive evaluation e. two-factor d. cognitive evaluation
Myers-Briggs Type Indicator (MBTI) A personality inventory designed to identify individuals’ basic preferences for perceiving and processing information.
Fiedler's contingency model Development by Fred Fiedler, a model that suggests that leader effectiveness depends on whether the person's natural leadership style is appropriately matched to the situation
Channel Richness Indicates the capacity of a channel to convey information
Initiating Structure A pattern of behavior where the leader defines and structures the roles of employees in pursuit of goal attainment.
reinforcement theory a theory that behavior is a function of its consequences
Alternative Dispute Resolution (ADR) An orderly process of third-party dispute resolution, typically including mediation followed by arbitration
instrumental support refers to the help people receive that can be used to address the stressful demand directly
Recent research shows that creativity is a process involving: The interaction of individuals
teh acceptable behaviors to be used in achieving some end state instrumental values
parallel teams - permanent or temporary - composed of members from various jobs who provide recommendations to managers about issues that run parallel to organization production process
Functional effect Favorable impact of an action or a change on a system.
The Framing Trap Can establish a status quo or introduce an anchor, highlight a sunk cost or lead towards confirming evidence.
social networking site (SNS) a web-enabled community of people who share all types of information
Stages in Group Development Orientation -> conflict -> cohesion -> effective structure(forming -> storming -> norming -> performing)
goal attainment the degree to which a person accepts a goal and is determined to try and reach it
What is Hawthorne Studies? studies during the 1920s and 1930s that discovered the existence of the informal organization
(9) How can conflict be resolved? How to resolve conflict?
--Open discussion
--Superordinate goal
--More resources
--Authoritative command
--Avoid
--Structural change
What are Kanter's symbols of power/powerlessness? Power: Ability to intercede for someone in trouble, ability to get placements for favored employees, exceeding budget limitations, procuring above-average raises for employees, getting items onto the agenda at meetings, access to early information, having top managers seek out their opinion. Powerlessness: Overly close supervision, inflexible adherence to the rules, and a tendency to do the job themselves rather than train their employees to do it.
Win-win conflict achieved by a blend of: High cooperativeness and high assertiveness
cognitive need theory can be divided in two ways lower and higher order (physiological vs social) and extrinsic vs intrinsic (satisfied outside vs from selfhigher order tends to be intrinsic
behavioral component of an attitude an intention to behave in a certain way toward someone or something
What are the assumptions of the bounded rationality model? Managers select the first alternative that is satisfactory; Managers recognize that their conception of the world is simple; managers are comfortable making decisions without determining all of the alternatives; managers make decisions by rules of thumb or heuristics (making decisions in order to save mental activity)
d. What is span of control? Where are some advantages and disadvantages of narrow and wide span of control respectively? Span of control: the number of subordinates a manger can supervise effectively and efficiently

Narrow span
- Advantages: manager can maintain close control
- Disadvantages: expensive b/c they add levels of management; make vertical communication more complex (added levels of hierarchy slow down decision making and isolate upper management); encourage overly tight supervision and discourage employee autonomy

Wide span
- Advantages: more cost efficient; generally more efficient
- Disadvantages: if too wide they reduce effectiveness (employee performance suffers b/c supervisors no longer have time to provide necessary leadership/support