MAN 4240

Home > Flashcards > Print Preview

The flashcards below were created by user sheena30 on FreezingBlue Flashcards. What would you like to do?

  1. Study of what people think, feel, and do in and around organizations. ch 1
    Organizational behavior (OB)
  2. Groups of people who work interdependently toward some purpose. ch 1
  3. Broad concept represented by several perspectives including the organization's fit w/the external environment, interal-subsystems configuration for high performance, emphasis on organizational learning, & ability to satisfy needs of key stakeholders. ch 1
    Organizational effectiveness
  4. Perspective which holds that organizations depend on the external environment for resources, affect that environment through their output, & consist of internal subsystems that transform inputs to outputs. ch 1
    Open systems
  5. Amount of outputs relative to inputs in the organization's transformation process. ch 1
    Organizational efficiency (also called productivity)
  6. Cluster of practices to improve organizational efficiency by continuously reducing waste, unevenness, & overburden in the production process. ch 1
    Lean management
  7. Perspective which holds that organizational effectiveness depends on the organization's capacity to acquire, share, use, and store valuable knowledge. ch 1
    Organizational learning
  8. Ability to recognize the value of new info, assimilate it, & use it for value-added activities. ch 1
    Absorptive capacity
  9. Company's stock of knowledge, including human capital, structural capital, & relationship capital. ch 1
    Intellectual capital
  10. Stock of knowledge, skills, and abilities among employees that provides economic value to the organization. ch 1
    Human capital
  11. Storage & preservation of intellectual capital. ch 1
    Organizational memory
  12. Perspective which holds that effective organization incorporate several workplace practices that leverage the potential of human capital. ch 1
    High-performance work practices (HPWP)
  13. Individuals, organizations, & other entities that affect, or are affected by, the organization's objectives & actions. ch 1
  14. Relatively stable, evaluative beliefs that guide a person's preferences for outcomes/courses of action in a variety of situations. ch 1
  15. Study of moral principles/values that determine whether actions are right/wrong & outcomes are good/bad. ch 1
  16. Organizational activities intended to benefit society & the environment beyond the firm's immediate financial interests/legal obligations. ch 1
    Corporate social responsibility (CSR)
  17. Various forms of cooperation & helpfulness to others that support the organization's social & psychological context. ch 1
    Organizational citizenship behaviors (OCBs)
  18. Voluntary behaviors that have the potential to directly/indirectly harm the organization. ch 1
    Counterproductive work behaviors (CWBs)
  19. Ecomonic, social, & cultural connectivity w/people in other parts of the world. ch 1
  20. Observable demographic/physiological differences in people, such as their race, ethnicity, gender, age, & physical disabilities. ch 1
    Surface-level diversity
  21. Differences in the psychological characteristics of employees, including personalities, beliefs, values, & attitudes. ch 1
    Deep-level diversity
  22. Degree to which a person minimizes conflict between work & nonwork demands. ch 1
    Work-life balance
  23. Work performed away from the traditional physical workplace by means of info technology. ch 1
    Virtual work
  24. Practice of making decisions & taking actions based on research evidence. ch 1
    Evidence-based management
  25. Forces within a person that affect his/her direction, intensity, & persistence of voluntary behavior. ch 2
  26. Natural aptitudes & learned capabilities required to successfully complete a task. ch 2
  27. Skills, knowledge, aptitudes, & other personal characteristics that lead to superior performance. ch 2
  28. Extent to which people understand the job duties (roles) assigned to or expected of them. ch 2
    Role perceptions
  29. Relatively enduring pattern of thoughts, emotions, & behaviors that characterize a person, along w/the psychological processes behind those characteristics. ch 2
  30. 5 abstract dimensions representing most personality traits: conscientiousness, emotional stability, openness to experience, agreeableness, & extroversion. ch 2
    Five factor model (FFM)
  31. Personality dimension describing people who are careful, dependable, & self-disciplined. ch 2
  32. Personality dimension describing people w/high levels of anxiety, hostility, depression, & self-consciousness. ch 2
  33. Personality dimension describing people who are outgoing, talkative, sociable, & assertive. ch 2
  34. Instrument designated to measure the elements of Jungian personality theory, particularly preferences regarding perceiving & judging info. ch 2
    Myers-Briggs Type Indicator (MBTI)
  35. Individual's self-beliefs & self-evaluations. ch 2
  36. Person's belief that he/she has the ability, motivation, correct role perceptions, & favorable situation to complete a task successfully. ch 2
  37. Person's general belief about the amount of control he/she has over personal life events. ch 2
    Locus of control
  38. Theory that explains self-concept in terms of the person's unique characteristics (personal identity) & membership in various social groups (social identity). ch 2
    Social identity theory
  39. Cross-cultural value describing the degree to which people in culture emphasize independence & personal uniqueness. ch 2
  40. Cross-cultural value describing the degree to which people in a culture emphasize duty to groups to which people belong & to group harmony. ch 2
  41. Cross-cultural value describing the degree to whcih people in a culture accept unequal distribution of power in a society. ch 2
    Power distance
  42. Cross-cultural value describing the degree to which people in a culture tolerate ambiguity (low uncertainty avoidance) or feel threatened by ambiguity & uncertainty (high uncertainty avoidance). ch 2
    Uncertainty avoidance
  43. Cross-cultural value describing the degree to which people in a culture emphasize competitive versus cooperative relations w/other people. ch 2
    Achievement-nurturing orientation
  44. Degree to which an issue demands the application of ethical principles. ch 2
    Moral intensity
  45. Personal characteristic that enables people to recognize the presence of an ethical issue & determine its relative importance. ch 2
    Ethical sensitivity
  46. Capacity for complex perceiving and thinking characterized by superior awareness of and openness to different ways that others perceive their environment. ch 3
    Global mindset
  47. Process of receiving information about and making sense of the world around us. ch 3
  48. Process of attending to some information received by our senses and ignoring other information. ch 3
    Selective attention
  49. Organizing people & objects into preconceived categories that are stored in our longterm memory. ch 3
    Categorical thinking
  50. Visual or relational images in our mind that represent the external world. ch 3
    Mental models
  51. Process of assigning traits to people on the basis of their membership in a social category. ch 3
  52. Perceptual process of deciding whether an observed behavior or event is caused largely by internal or external factors. ch 3
    Attribution process
  53. Tendency to see the person rather than the situation as the main cause of that person's behavior. ch 3
    Fundamental attribution error
  54. Tendency to attribute our favorable outcomes to internal factors and our failures to external factors. ch 3
    Self-serving bias
  55. Perceptual process in which out expectations about another person cause that person to act in a way that is consistent with those expectations. ch 3
    Self-fulfilling prophecy
  56. Perspective of organizational behavior that focuses on building positive qualities and traits within individuals or institutions as opposed to focusing on what is wrong with them. ch 3
    Positive organizational behavior
  57. Perceptual erro whereby our general impression of a person, usually based on one prominent characteristic, colors our perception of other characteristics of that person. ch 3
    Halo effect
  58. Perceptual error in which we quickly form an opinion of people on the basis of the first information we receive about them. ch 3
    Primacy effect
  59. Perceptual error in which the most recent information dominates our perception of others. ch 3
    Recency effect
  60. Perceptual error in which we overestimate the extent to which other have beliefs and characteristics similar to our own. ch 3
    False-consensus effect
  61. Model of mutual understanding that encourages disclosure & feedback to increase our own open area & reduce the blind, hidden, & unknown areas. ch 3
    Johari Window
  62. Theory stating that the more we interact with someone, the less prejudiced or perceptually biased we will be against that person. ch 3
    Contact hypothesis
  63. Person's understanding of & sensitivity to the feelings, thoughts, and situations of others. ch 3
  64. Relatively permanent change in behavior (or behavioral tendency) that occurs as a result of a person's interaction with the environment. ch 3
  65. Knowledge that is embedded in our actions & ways of thinking & is transmitted only through observation & experience. ch 3
    Tacit knowledge
  66. Theory that explains learning in terms of the antecedents & consequences of behavior. ch 3
    Behavior modification
  67. Theory stating that much learning occurs by observing others & then modeling the behaviors that lead to favorable outcomes & avoiding behaviors that lead to punishing consequences. ch 3
    Social learning theory
  68. Reinforcement that occurs when an employee has control over a reinforcer but doesn't "take" it until completing a self-set goal. ch 3
  69. Individual attitude & organizational culture in which people welcome new learning opportunities, actively experiment w/new ideas & practices, view reasonable mistakes as a natural part of the learning process, & continuously question past practices. ch 3
    Learning orientation
  70. Physiological, behavioral, & psychological episodes experienced toward an object, person, or event that create a state of readiness. ch 4
  71. Cluster of beliefs, assessed feelings, & behavioral intentions toward a person, object, or event. ch 4
  72. Condition that occurs when we perceive an inconsistency between our beliefs, feelings, & behavior. ch 4
    Cognitive dissonance
  73. Effort, planning, & control needed to express organizationally desired emotions during interpersonal transactions. ch 4
    Emotional labor
  74. Conflict between required & true emotions. ch 4
    Emotional dissonance
  75. Set of abilities to perceive & express emotion, assimilate emotion in thought, understand & reason w/emotion, & regulate emotion in oneself & others. ch4
    Emtional intelligence (EI)
  76. Person's evaluation of his/her job & work context. ch 4
    Job satisfaction
  77. 4 ways that employees respond to job dissatisfaction. ch 4
    Exit-voice-loyalty-neglect (EVLN) model
  78. Employee's emotional attachment to, identification with, & involvement in a particular organization. ch 4
    Organizational (affective) commitment
  79. Employee's calculative attachment to the organization, whereby the employee is motivated to stay only b/c leaving would be costly. ch 4
    Continuance commitment
  80. Positive expectations one person has toward another person in situations involving risk. ch 4
  81. Adaptive response to a situation that is perceived as challenging or threatening to a person's well-being. ch 4
  82. Model of the stress experience, consisting of 3 stages: alarm reaction, resistance, and exhaustion. ch 4
    General adaptation syndrome
  83. Process of emotional exhaustion, cynicism, & reduced personal accomplishment that results from prolonged exposure to stressors. ch 4
    Job burnout
  84. Any environmental conditions that place a physical or emotional demand on a person. ch4
  85. Repeated & hostile or unwanted conduct, verbal comments, actions, or gestures that affect an employee's dignity or psychological or physical integrity & that result in a harmful work environment for the employee. ch 4
    Psychological harassment
  86. Unwelcome conduct of sexual nature that detrimentally affects the work environment or leads to adverse job-related consequences for its victims. ch 4
    Sexual harassment
  87. Capacity of individuals to cope successfully in the face of significant change, adversity, or risk. ch 4
  88. Person who is highly involved in work, feels compelled to work, & has a low enjoyment of work. ch 4

Card Set Information

MAN 4240
2010-09-20 16:40:29
organizational behavior vocab

Exam 1 Vocab
Show Answers:

What would you like to do?

Home > Flashcards > Print Preview