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| A mgmt philosophy concerned with increasing productivity that regarded workers as extensions of the machines they operated. |
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X - assumes that people are lazy and dislike work and therefore must be led & directed.
Y - assumes that people find satisfaction in their work and function best under a leader who allows them to participate in working toward both personal & organizational goals |
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| Former, orderly & rational approach to organizing business enterprises |
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| A leadership theory in which a leader's effectiveness is determined by the interaction between the leader's personal characteristics and the characteristics of the leadership situation |
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| leadership theory that focuses on the kinds of behaviors leaders should exercise to allow their subordinates to achieve personal and organizational goals |
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| Leader-member exchange (aka LMX) |
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| leadership theory that focuses on how the leader-follower relationship affects the leadership process |
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| Implicit leadership theory |
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| leadership theory that describes a good leader in terms of one's past experiences with different types of leaders |
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| leadership style in which a leader makes all decisions and tells followers what to do |
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| leadership style in which a leader and followers discuss problems and make decisions jointly |
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| leadership style that focuses on the social interactions between leaders and followers, based on followers perceptions of and expectations about the leaders abilities |
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| leadership style characterized by a self-promoting personality, a high energy level, and a willingness to take risks. Charismatic leaders stimulate their followers to think independently. |
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| self-fulfilling prophecy in which managers' expectations about the level of their employees' job performance can influence that performance |
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| Consideration leadership functions |
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| leadership behaviors that involve awareness of and sensitivity to the feeling of subordinates |
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| Initiating structure leadership functions |
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| leadership behaviors concerned with organizing, defining, and directing the work activities of subordinates |
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| Characteristics of successful leaders |
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Definition
Effective supervisors are:
person centered
supportive
democratic
flexible
coaches rather than directors |
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| Employee groups that allow the members of a work team to manage, control, and monitor all facets of their work, from recruiting, hiring, and training new employees to deciding when to take rest breaks |
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| Achievement motivation theory |
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Definition
| theory of motivation that emphasizes the need to accomplish something, to do a good job, and to be the best |
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| theory of motivation that explains work motivation and job satisfaction in terms of job tasks and workplace features |
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| effort to expand the scope of a job to give employees a greater role in planning, performing, and evaluating their work |
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| Job-characteristics theory |
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Definition
| theory of motivation that states that specific job characteristics lead to psychological conditions that increase motivation, performance, and satisfaction in employees who have a high growth need |
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| valence-instrumentality-expectancy (VIE)theory |
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Definition
| theory of motivation that states that people make choices that are based on their perceived expectations that certain rewards will follow if they behave in a particular way |
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| Core job characteristics identified by Hackman & Oldham |
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Definition
Skill variety - the extent to which workers use various skills & abilities on the job
Task identity - unity of a job
Task significance - importance of a job to the lives & well-being of co-workers or consumers
Autonomy - amount of independence employees have in scheduling & organizing their work
Feedback - amount of information employees receive about the effectiveness & quality of their job performance |
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| theory of motivation that states that people's motivation on the job is influenced by their perception of how fairly they are treated |
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| theory of motivation based on the idea that a person's primary motivation on the job is defined in terms of the desire to achieve a particular goal. |
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| our positive and negative feelings and attitudes about our jobs |
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| match between a person's abilities and the requirements of a job |
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| behaviors directed toward supervisors , co-workers, and clients that are helpful to an organization |
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| wage system in which pay is based on level of performance |
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| primary pay system for production workers in which the more units produced, the higher is the wage |
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| total quality management (TQM) |
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| participative mgmt programs characterized by increased employee involvement & responsibility |
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| quality-of-work-life (QWL) programs |
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Definition
| organizational programs based on active employee participation in decision making and policy making |
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| organizational development (OD) |
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Definition
| study & implementation of planned organizational changes |
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| organization development facilitators who work with business groups to implement change and develop group confidence & effectiveness |
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| adjustment process by which new employees learn their role in the organizational hierarchy, their company's values & the behaviors considered acceptable by their work group |
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| situation that arises when job responsibilities are unstructured or poorly defined |
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| situation that arises when there is a disparity between jobs demands and the employee's personal standards |
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| organization's pattern of beliefs, expectations, and values as manifested in company & industry practices |
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| congruence between & employee's values and the organization's value |
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| idea that people do not work as hard in a group as they do when working alone |
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| focus, closeness, and commonality of interests of a small work group |
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| study of the effect of a workplace design on behavior and attitudes |
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| prescribed number of hours employees are supposed to spend on the job; not all of these hours are actually spent performing job tasks |
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| system of flexible working hours that combines core mandatory work periods at the beginning and end of the workday |
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| reduction of manufacturing jobs to the simplest components that can be mastered by unskilled or semi skilled workers |
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| Causes of accidents - Workplace Factors |
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Definition
Type of Industry
Hours of Work
Lighting
Temperature
Equipment design
Safety Devices
Work Pressure |
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| Cause of accidents - personal factors |
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Definition
alcohol & drug use
cognitive ability
health
fatigue
work experience
job involvement, empowerment, & autonomy
job insecurity
age
personality characteristics |
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Term
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Definition
| idea that some people have personality traits that predispose them to have accidents - theory is not supported by research |
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| employee assistance programs (EAPs) |
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| counseling & rehabilitative services for various employee problems, notably alcohol & drug abuse |
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Definition
| repetitive motion disorder that may involve numbness, tingling, or pain in fingers, hands or forearms. |
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| practice of barring certain groups of employees such as women of childbearing age, from potentially hazardous jobs because of fear of lawsuits |
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| pysiological & psychological responses to excessive and usually unpleasant stimulation and to threatening events in the environment |
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| occupational health psychology |
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Definition
| field of study dealing with the health effects of job stress & other aspects of employee well being |
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| personality variable that may explain individual differences in vulnerability to stress. So-called hardy persons believe they can control the events in their lives and thus may be more resistant to stress. |
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| one's belief about the source of one's rewards. People with an internal locus of control believe that things are dependent on their own behavior. Ppl with an external LOC believe such events depend on outside forces such as luck. |
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| organization-based self-esteem |
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| personality dimension relation to our assessment of our adequacy and worth with regard to our place in the employing organization |
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| personality dimension characterized by a generalized life and job dissatisfaction & by a focus on negative aspects of life events |
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| too much work to perform in the time available or work that is too difficult for the employee to perform |
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| work that is too simple or insufficiently challenging for a worker's abilities |
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| condition of job stress that results from overwork |
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| so-called addiction to work because of anxiety & insecurity or because of a genuine liking for the job |
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| true enjoyment of work that characterizes people who score high in energy, involvement & efficacy. |
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| stress-reduction technique that concentrates on relaxing one part of the body after another |
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| stress-reduction technique that involves electronic monitoring of physiological processes so that people can learn to control muscle tension, blood pressure & brain waves |
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| design of machines & equipment for human use & determination of the approproate human behaviors for the efficient operation of the machines. Also called human factors, human engineering & ergonomics |
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| early attempt to redesign work tools and to reshape the way workers performed routine, repetitive jobs |
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| system in which human and mechanical components operate together to accomplish a task |
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| branch of engineering psych concerned with the measurement of the physical structure of the body |
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| quantitative visual displays |
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Definition
| displays that present a precise numerical value, such as speed, altitude or temperature |
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| qualitative visual displays |
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Definition
| displays that present range rather than a precise numerical value. Used to show whether components are operating in the safe or unsafe range. |
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| check reading visual displays |
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| displays that tell the operator whether the system is on or off, safe or unsafe, or operating normally or abnormally |
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| alarms or warning signals in person - machine systems. Auditory displays can be more compelling than visual displays. |
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| designing knobs for control panels in recognizably different shapes so that the can be identified by touch alone |
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