Org Psyc Exam 4 ch 11,12

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Org Psyc Exam 4 ch 11,12
2011-03-31 02:14:01
Org Psyc Exam

Org Psyc Exam 4 ch 11,12
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  1. interpersonal behavior
    processes of working with others and against them.
  2. prosocial behavior
    tendency for people to help others on the job sometimes when theres no benefit to them.
  3. psychological contract
    • person's perceptions and expectations about the mutual obligations in an employment relationship (or any relat.)
    • what one person expects may not be what another expects.
  4. transactional contracts
    informal expectations b/t indivs whose relationships are exclusively economic and temporary.
  5. relational contracts
    informal expectations b/t indivs whoe relationships are close and personal in nature.
  6. balanced contracts
    combines psyc contracts with relational contracts and transactional contracts.
  7. calculus based trust
    when people believe that another person will behave as promised out of fear of getting punished for doing otherwise.
  8. identification based trust
    • trust gorunded less in deterrents and more in the power of personal relations
    • based on accepting and understanding another person's wants and desires.
  9. swift trust
    trust that occurs as a set of collective perceptions develops among members of temporary groups.
  10. OCB
    pitching in to help your colleague when it may not benefit you.
  11. social dilemmas
    each person can increase their indiv gains by acting in a purely selfish manner.
  12. mixed motives
    reasons to cooperate and reasons to compete.
  13. reciprocity
    tendency to treat other as they have treated us.
  14. personal orienation
    natural predispositions toward working with or against others.
  15. types of persona orientation
    • individualists - want to do their best
    • competitors - want to do better than everyone
    • cooperators - want to maximise joint outcomes
    • equalizers - want everyone to get along
  16. types of conflict
    • substantive conflict - diff viewpoints and opinions.
    • affective conflict - clashes of personalities or interpersonal tension.
    • process conflict - who gets what and who does what.
  17. destructive criticism
    negative feedback that angers the receiver rather than helps the person do a better job.
  18. bargaining
    working to find a solution acceptable to all parties.
  19. alternative dispute resolution ADR
    disputing parties work with a neutral party who helps settle thri argument.
  20. mediation
    a neutral party works with both sides to reach a settlement.
  21. integrative agreements
    • specific recommendations for compromise offered by a mediator
    • parties consider joint benefits
  22. arbitration
    third party (arbitrator) has power to impose or recommend the terms of an agreement.
  23. destructive org deviance
    behav. that violates the org and societal norms.
  24. constructive org deviance
    behav. that deviates from org norms but are consistent with societal norms.
  25. cyberloafing
    playing on the comp during work.
  26. workplace aggression
    efforts by indivs to harm others with whom they work or have worked in the past.
  27. types of aggression
    • incivility - lack of regard/respect for others.
    • obstructionism - behav. to impede targets performance
    • over aggression - physical, direct verbal
  28. characteristics of aggressors
    • high trait anger: tendency to respond to sits in anger.
    • positive attitude toward revenge
    • past experience with aggression: history involving exposure to aggression.
    • overt expressions of anger: tendency to express rather than inhibit anger.
  29. abusive supervision
    displays of hostile verrbal and physical behaviors usu. by a manager.
  30. workplace bullying
    mistreatment of an indiv at work that endangers their physical or mental health.
  31. influence
    attemtps to affect another in a desired way.
  32. power
    the capacity to exert influence over others.
  33. position power
    able to influence others b/c of the formal power associated with your job.
  34. legitimate power
    • power b/c others recognize and accept their authority.
    • professors
  35. reward power
    power to control the rewards others want to receive.
  36. coercive power
    the capacity to dole out punishments
  37. information power
    power available to people by virtue of their positions is based on the data and knowledge they have at their disposal.
  38. personal power
    gaining power by an indivs own unique qualities or characteristics.
  39. position powers
    • legitimate power
    • reward power
    • coercive power
    • information power
  40. personal powers
    • expert power
    • referent power
    • charisma
    • rational persuasion
  41. expert power
    power from having knowldge of a business or some facet of it.
  42. referent power
    the fact that one is admired or respected by others.
  43. charisma
    personalities are so powerful and magnetic they seem to put others in a kind of trance.
  44. people tend to prefer using ________ power most and ____________ power least
    expert; coercive
  45. counterpower
    capacity to neutralize another's attemtps t control.
  46. straightforwardness
    • tendency for people to behave in ways that are frank, sincere, and candid in their dealings with others.
    • high power increased performance in people who had low straightforwardness but did not increase perf. in people with high sfdness.
  47. empowerment
    process of delegating authority to indivs at the lowest levels in orgs at which competent decisions can be made.
  48. empowerment climate
    adopting practices of empowerment will create a climate of empowerment.
  49. resource dependency model
    power is in subunits able to control the greatest share of valued org resources.
  50. strategic contingencies model
    power can be enhanced by subunits that have the capacity to reduce the levels of uncertainty faced by others.
  51. centrality
    degree to which an organizational unit has a key impact on others b/c it has to be consulted and b/c its activities have immediate effects.
  52. nonsubstitutable
    degree to which its the only unit that can perform its particular duties.
  53. quid pro quo sexual harassment
    exchange of sexual favors for employment favors.
  54. hostile environment sexual harassment
    conditions where the ability to work effectively and comfortably is compromised.
  55. organizational politics
    actions by indivs directed towards furthering their own interests without regard for others well being.
  56. ingratiation
    getting people to like you by agreeing with them.
  57. social chameleons
    to whatever it takes to get others to like them.