Term
| Scientific Management- Division of Labour |
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Definition
| The Practice of Systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency. |
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Term
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Definition
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Term
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Definition
Process of selection, organizing, and interpreting information in order to make sense of the world around us.
-Affected by
Properties of the stimulus(five senses)
Internal state of the perceiver |
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Term
| Gestalt Psychology- Figure-Ground |
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Definition
-Contrast and Context
-Basic and simplest level of perceptual organization
-Recognition of patterns |
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Term
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Definition
1. Develop Categories
2. Assign individuals to a category based on one (easily observable) piece of information
3.Assign other traits from that category to the person. |
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Term
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Definition
| The perceptual process of deciding whether and observed behavior or event is caused largely by internal or external Factors |
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Term
| Attribution Theory- Consistency |
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Definition
How often did the person act this way in the past?
Internal Attribution-Frequently
External Attribution- Seldom |
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Term
| Attribution Theory- Distinctiveness |
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Definition
How often does the person act this way in other settings?
Internal Attribution-Frequently
External Attribution- Seldom |
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Term
| Attribution Theory-Consensus |
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Definition
How often do other people act this way in similar situations?
Internal Attribution-Seldom
External Attribution-Frequently |
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Term
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Definition
-Fundamental Attribution Errors
Tendency to see person rather than situation as main cause.
-Self Serving Bias
Tendency to attribute our favorable outcomes to internal factor and our failures to external factors. |
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Term
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Definition
| Perceptual process in which our expectations about another person cause that person to act in a way that is consistent with those expectations. |
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Term
| Self-Fulfilling Prophecy-Diagram |
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Definition
1.Supervisor forms Expectations about the employee
2.Supervisor's expectations affect his/her behavior toward the employee
3.Supervisor's behaviour affects the employee's ability and motivation
4.Employee's behaviour becomes more consistent with the supervisor's initial expectations |
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Term
| Perceptual Errors-Primacy Effect |
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Definition
Perceptual error in which we quickly form an opinion of people on the basis of information we receive about them.
-Expectations change Perception |
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Term
| Perceptual Errors-Recency Effect |
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Definition
Perceptual error in which the most recent information dominates our perception of others
-Memory is limited |
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Term
| Perceptual Errors-Halo Effect |
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Definition
| A perceptual error whereby our general impression of a person is usually based on one prominent characteristic, distorts our perception of other characteristics of that person. |
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Term
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Definition
-Difficult because we are pattern matching machines
-Paying attention to every detail is mentally exhausting, holding conflicting thought is uncomfortable |
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Term
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Definition
| A theory of learning based upon the idea that all behaviors are acquired through conditioning. Conditioning occurs through interaction with the environment in which responses to environmental stimuli shapes our behaviors. |
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Term
| Behaviorism- Operant Conditioning |
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Definition
A method of learning that occurs through rewards and punishments for behavior. Through operant conditioning, an association is made between a behavior and a consequence for that behavior.
Terms:Positive reinforcement, Punishment,Negative Reinforcement,Superstitious Behavior,Extinction |
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Term
| Behaviourism- Classical Conditioning |
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Definition
Response to condition stimulus.
Ex. Pavlov's Dog
Ringing Bell = Salivating |
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Term
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Definition
| The forces within a person that affect his or her direction, intensity, and persistence of voluntary behaviour. |
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Term
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Definition
Hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions to energize individuals
-Generate emotions and physical responses |
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Term
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Definition
| Goal directed forces that people experience |
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Term
| Maslow's Hierarchy of Needs |
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Definition
-Have to satisfy lowest levels to move up
-Differs by person
-Benefits-Humanistic view of work motivation |
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Term
| Maslow's Hierarchy of Needs-Triangle |
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Definition
-Self actualization- Something bigger than themselves, something that matters
-Esteem- Think of our self well, highly,well known
-Belongingness- Welcoming, friendly, friends
-Safety- Keeping ourselves safe,family
-Physiological- food,water,shelter |
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Term
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Definition
Motivation based on the innate drives to acquire, bond, learn,and defend,incorporates emotion and rationality
-Generalization of humans
-Doesn't explain what we do everyday |
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Term
| Four Drive Theory- Drive to Acquire |
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Definition
-Need to take/keep objects and experiences
-Basis of hierarchy and status |
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Term
| Four Drive Theory- Drive to Bond |
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Definition
-Need to form relationships and social commitments
-Basis of social identity |
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Term
| Four Drive Theory- Drive to Learn |
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Definition
-Need to satisfy curiosity and resolve conflicting information
-Basis of self-actualization |
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Term
| Four Drive Theory- Drive to Defend |
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Definition
-Need to protect ourselves
-Basis of fight or flight
-A reactive (not proactive) drive |
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Term
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Definition
| Motivational theory based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes. |
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Term
| Expectancy Theory- E-P Expectancy |
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Definition
If I Try can I do this?
Probability that effort will result in a particular level of performance. |
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Term
| Expectancy Theory- P-O Expectancy |
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Definition
If I do this will i get the outcome.
-Perceived probability that a specific behaviour or performance will lead to a particular outcome. |
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Term
| Expectancy Theory- Outcome Valences |
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Definition
How much do I want this outcome?
-Anticipated satisfaction or dissatisfaction that an individual feels towards an outcome. |
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Term
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Definition
| Process of motivating employees and clarifying their role and perceptions by establishing performance objectives. |
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Term
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Definition
| A theory explaining how people develop perceptions of fairness in the distribution and exchange of resources |
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Term
| Team Development Models- Truckman Model |
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Definition
Forming->Storming->Norming->Performing-> Adjourning
-Drop to different levels based on what is accomplished |
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Term
| Team Development Models- Gersick Model |
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Definition
Punctuated Equilibrium
Diagram |
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Term
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Definition
-Set of behaviors team members are expected to perform.
Diagram |
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Term
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Definition
| Informal rules and shared expectations that groups establish to regulate the behavior of their members |
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Term
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Definition
| The degree of attraction people fell toward the team and motivation to remain members. |
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Term
| Hierarchical Communication |
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Definition
Higher Positions- Broader words and concepts
Lower Positions- Tighter words and concepts
Positive reporting |
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Term
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Definition
| Incompatible set structures causes trouble with communication between departments. |
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Term
| Improving Vertical and Horizontal Communication |
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Definition
-Training to improve set structure matching
-Liaison roles
-Physical workspace design |
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Term
| Source of Power- Legitimate Power |
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Definition
An agreement among organizational members that people in certain roles can request certain behaviours of others
-Hierarchy, rules, norms |
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Term
| Source of Power- Reward Power |
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Definition
The ability to control the allocation of rewards valued by others and remove negative sanctions
-Positive reinforcement |
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Term
| Source of Power- Coercive Power |
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Definition
The ability to apply punishment.
-Formal and informal (norm enforcement Hawthorne studies) |
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Term
| Source of Power- Expert Power |
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Definition
| Originates from within the power-holder. Capacity or to influence others by possessing knowledge or skill valued by others. |
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Term
| Source of Power- Referent Power |
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Definition
| The capacity to influence others on the basis of an identification with and respect for the power holder |
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Term
| Contingencies- Substitutability |
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Definition
| A contingency of power referring to the availability of alternatives |
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Term
| Contingencies- Centrality |
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Definition
| A contingency of power pertaining to the degree and nature of interdependence between power-holder and others |
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Term
| Contingencies- Discretion |
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Definition
| The freedom to exercise judgement without referring to a specific rule or receiving permission from someone else |
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Term
| Sources of Conflict- Incompatible Goals |
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Definition
| Occurs when the goals of a person or department seem to interfere with another person's or department's goals |
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Term
| Sources of Conflict- Differentiation |
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Definition
| Have a common goal, but have different beliefs on how to achieve the goal. |
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Term
| Sources of Conflict- Task Interdependence |
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Definition
| The extent to which team members must share materials, information, or expertise in order to perform their jobs. |
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Term
| Sources of Conflict- Scarce Resources |
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Definition
| People require the same resource and undermine others who need that resource to fulfill their goals. |
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Term
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Definition
| The number of people directly reporting to the next level in the hierarchy. |
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Term
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Definition
| The degree to which organizations standardize behavior through rules, procedures, formal training, and related mechanisms. |
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Term
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Definition
| An organizational structure with a narrow span of control and high degree of formalization and centralization |
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Term
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Definition
| An organizational structure with a wide span of control, little formalization, and decentralized decision making. |
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Term
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Definition
How employees and and their activities are grouped together.
-Reporting structure/ chain of command
-Puts people together who work together |
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Term
| Departmentalization- Simple Structure |
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Definition
| Minimal Hierarchy, employees have broad defined roles. |
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Term
| Departmentalization- Functional Structure |
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Definition
Employees are organized around specific knowledge and other resources.
-Pros: Specilaization, economies of scale
-Cons: focuses employees on skills and profession and not the company, departmental sub-goals may dominate, departmental language. |
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Term
| Departmentalization- Divisional Structure |
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Definition
Employees are organized around geographic areas, outputs, clients
-Pros: Company goal balance is better, needs less cross-group communication
-Cons: Duplicates resources, inter-divisional conflict |
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Term
| Departmentalization- Matrix Structure |
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Definition
Overlays two structures in order to leverage benefits of both.
-Pros: Specialization and economies of scale, company goal balance
-Cons: Employees have two bosses, who is accountable |
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Term
| Festinger's Cognitive Dissonance Theory |
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Definition
| State of tension produced by holding two cognitions that are psychologically inconsistent |
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Term
| 5 Ways to Reduce Dissonance |
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Definition
1.Change Behavior
2.Rationalize(I'm not doing that Behavior)
3.Justify the Behavior(I am doing the thing, but seek out confirming information)
4.Discount Information(Change conflicting information)
5.Avoid information that highlights dissonance |
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Term
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Definition
| Influencing, Motivating, Establishing role clarity, Enabling |
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Term
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Definition
1.Identify the problem
2.Choose the best decision process
3.Develop alternative solutions
4.Choose the best alternative
5.Implement the selected alternative
6.Evaluate decision outcomes |
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Term
| Rational Decision Making- Problems |
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Definition
1. Recognizing and formulating problems and developing alternative solutions
-Anchoring Effect: Influenced by Existing information
-Mental models:Solving the same old problems
4.Choosing the best Alternative
-Logically evaluating the massive amount of informaiton
6.Evaluating decision outcomes
-Admitting Failure |
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Term
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Definition
| The tendency to repeat an apparently bad decision or allocate more resources to a failing course of action |
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Term
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Definition
| The degree to which employees influence how their work is organized and carried out. |
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