Term
Classical Management Approaches
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Definition
1. Scientific Management
- Frederick Taylor
2. Administrative Principles
- Henri Fayol
3. Bureaucratic Organizations
- Max Weber
** all say that people at work consider opportunities made available to them and do whatever is necessary to achieve the greatest personal gain |
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Term
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Definition
1911 Frederick Taylor
emphasizes careful selection and training of workers and supervisory support
The best way to get the task done
assumes that workers are motivated by money |
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Term
| 4 steps of Scientific Management |
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Definition
1. Develop a science for every job that includes rules of motions and standardized work tools and proper conditions
2. Select the right workers for the right job
3. Train workers to the job and give them proper incentives
4. Support workers by planning their work and smoothing the way as they work |
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Term
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Definition
| is the science of reducing a task to its basic physical motions |
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Term
| Criticism of Scientific Management |
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Definition
- Leads to boring repititve jobs with little to no decision making
- A lot of people were fired from Bethlehem Steel as result
- today we know that money is not the best motivator |
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Term
| Administrative Principles |
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Definition
1916, Henri Fayol
5 Management Principles that control the 4 management functions
Management could be taught |
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Term
| 5 principles involved in Adminstrative Principles Theory |
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Definition
1. Foresight
- to complete a plan of action for the future
2. Organization
- to provide and mobilize resources to implement the plan
3. Command
- to lead, select, and evaluate workers to get the best wrok toward the plan
4. Coordination
- to fit diverse efforts together and ensure information is shared and problems solved
5. Control
- to make sure things happen according to plan and to take necessary corrective action |
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Term
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Definition
| there should be a clear and unbroken line of communication from top to bottom |
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Term
| Unity of Command Principle |
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Definition
| each person should receive orders from only one bass |
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Term
| Unity of Direction Principle |
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Definition
| one person should be in charge of all activities that have the same performance objective |
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Term
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Definition
Late 19th Century, Max Weber
Saw that people were often in high powered positions because of their social status not necessarily their ability to perform.
Believes that by implementing a beurocratic organization that was focused on logic, order and legitimate authority would prosper |
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Term
| Characterisitics of Bureaucratic Organization Theory |
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Definition
1. Clear division of labor
- jobs are well defined and workers become highly skilled
2. Clear Hierarchy of Authority
- Authority and responsibility are well defined for each position and each position reports to a higher one
3. Formal Rules and procedures
- Written guidelines direct behavior and decisions in jobs, files are kept for record
4. Impersonality
- Rules and procedures are impartial and uniformly applied
5. Careers Based on Merit
- Workers are selected and promoted based on ability, and performance as well as mangers are career employees of the organization |
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Term
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Definition
| is a rational and efficient form of organization founded on logic, order, and legitimate authority |
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Term
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Definition
- excessive paperwork or red tape
- slow in handling problems
- rigidity in the face of the shifting customer
- resistance to change
- employee apathy |
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Term
| Behavioral Management Approach |
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Definition
1920's
People are social and self actualizing. And at work look for relationships, respond to group pressures and search for personal fulfillment |
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Term
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Definition
| is the study of individuals and groups in the organization |
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Term
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Definition
Western Chicago Work Plant
Wanted to see if adding light increased work load
However, both increasing and decreasing light led to an increase in performance
Found out that social factors such as
1. The group atmosphere
2. Participative Supervision had an effect of the output
** Groups can have a strong negative and positive impact on the performance of a single employee |
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Term
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Definition
| The tendency for people that are singled out for special attention to perform as anticipated because of the expectations of the situation. |
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Term
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Definition
suggested that managers using good human relations will achieve productivity
1950 and 60's |
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Term
| Maslows Theory of Human Needs |
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Definition
Abraham Maslow
Stated that people have needs that create tension and can influence a persons work attitude and behaviors
These needs are placed in a hierarchy |
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Term
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Definition
1.(highest level) Self Actualization Needs
- need for self fulfillment, to grow and use abilities to the best extent
2. Esteem Needs
- Need for esteem in eyes of others, respect, prestige, recognition,
3. Social Needs
- Need for lov, affection, sense of belongingness with one another
4. Safety Needs
- Need for security and protection and stability in the events fo the day to day life
5. Physiological Needs
- Most basic level of needs, food water, physical well being |
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Term
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Definition
| is a physiological or psychological deficiency that a person wants to satisfy |
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Term
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Definition
a satisfied needs does not motivate behavior
people only act to satisfy deprived needs |
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Term
| The progression principle |
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Definition
a need is activated only when the next lower level need is satisfied
People achieve satisfaction of needs in the correct order of the pyramid |
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Term
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Definition
Douglas McGregor
Believed that two different assumptions X and Y are the main ways that people manage and work |
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Term
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Definition
- think those that work for them dislike their job, lack ambition, and resistant to change
- not a good manager |
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Term
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Definition
| - People are willing to work, capable of self control, willing to accept responsibility, imaginative, and self directing |
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Term
| Self Fulfilling Prophecies |
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Definition
- McGregors belief that managers who hold either theory x or theory Y create self fulfillinf prohecies.
- Their behavior create situations where others act in ways to conform to the original expectations
- Theory X Creates
- A command and control managerial standpoint
- employees are reluctant, passive, dependent, and will only do what is enough to not get fired.
Theory Y Creates
- A participative managerial standpoint
- Gives employees self esteem, self actualization, |
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Term
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Definition
- Tries to match management practices with situational demands
- Modern Management
- Says that the best answer is not one answer but the one the fits the situation at hand best. Try and match the situation to the management practice and figure out what is best for it.
- no one style is above another |
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Term
| Insights from HR Movement |
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Definition
- Focus on job dynamics, motivation, satisfaction, participation
- motivated by social needs
- Responsive to social pressures from pees than to financial motivators
- Like managers who satisfy their needs
- Effective/Effcient can be achieved through particpation |
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Term
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Definition
| is the process of inspiring others to work hard and accomplish tasks |
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Term
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Definition
the ability to get someone else to do something you want done, or to make things happen the way you want
The positive face of power is the foundation of effective leadership |
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Term
| Three Bases of Position Power |
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Definition
Reward Power
Coercive Power
Legitimate Power |
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Term
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Definition
is the capacity to offer something of value as a means of influencing other people
- pay raises, bonuses, promotions, |
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Term
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Definition
is the ability to influence through punishment, the capacity to punish or withhold incentives as a way to influence behavior
- verbal reprimands, pay penalties, termination |
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Term
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Definition
is the ability to influence through authority, the right you hold by virtue of formal authority or the rights of office
I am your boss therefore you do what i say BIATCH |
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Term
| Two Bases Of Personal Power |
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Definition
Expert Power
Referent Power |
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Term
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Definition
- The capacity to influence other people because you have specialized knowledge that no one else has
"Information Power" |
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Term
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Definition
is the capacity to influence other people because of their desire to identify with you
- derived from charisma, or interpersonal attractiveness
John Woodin
Networking power and social capital: |
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Term
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Definition
A clear sense of the future
Great leaders have this |
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Term
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Definition
brings to the situation a clear sense of the future and an understanding of how to get there
- Having a clear vision, communicating that vision, and getting people motivated and inspired to pursue the vision
Brings meaning to the employees work life |
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Term
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Definition
Leadershiup based on commitment to serving others,
Believe that the most important person in leadership is the followers.
Other centered not self centered |
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Term
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Definition
is the process through which managers enable and help others gain power and achieve influence within the organization
Servant leaders empower by providing others with info, responsibility, and authority |
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Term
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Definition
Traits Determined by Shelly Kirkpatrick, and Edwin Locke
Drive
- high energy and are tenacious
Self Confidence
- trust themselves
Creativity
Cognitive ability
- have the intelligence to integrate and interpret info
Job Relevant Knowledge
- know their industry and its technical foundations
Motivation
- enjoy influencing others to achieve shared goals
Flexibility
Honesty and Integrity |
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Term
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Definition
1940's
Two different Behaviors of Leaders
1. Leader high in concern for Task (task focused)
- plans and defines the work to be done, assigns, responsibilities, sets clear standards, urges completion, monitors results
- tell them what to do and when to do it
2. Leader High in concern for people doing the work (relationship Focused)
- acts with warmth and support, maintains good relations, respects feelings, sensitive towards needs, shows trust
** Most effective are high in concern for both |
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Term
| Blake and Moutons Leadership Grid |
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Definition
Concern for People, and Concern for Production
1. High low (Country Club)
- H/R leader
- focuses on needs and building relationships
2. Low Low ( Impoverished Manager)
- Laissez Fair
- focuses on minimum effort to get work done
3. High High ( Team Manager)
- Democratic Leader
- focuses on bulding support and support for a shared purpose
4. Low High (Authority Obedience Manager)
- Autocratic Leader
- focuses on efficiency of tasks and operations
5. Middle of the Road Manager
- focuses on balancing work output and morale |
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Term
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Definition
| is the recurring pattern of behaviors exhibited by a leader |
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Term
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Definition
| acts in a command and control fashion |
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Term
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Definition
| emphasizes people over work |
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Term
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Definition
| leader has the dont bother me and do the best you can attitude |
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Term
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Definition
| emphasizes both tasks and people |
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Term
| Contingency Approaches to Leadership |
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Definition
Fielders Contingency Model
Hersheys Balanced Situational Leadership Model
Path Goal leadership Theory
Leader Member Exchange theory
Leader Participation Model |
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Term
| Fielders Contingency Model |
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Definition
- Good leadership depends on a match or fit between a person leadership styl and the situational demands
Uses the LPC scale
three contingencies to measure the situation control |
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Term
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Definition
Least Perferred Co worker scale
describes tendencies to behave either as a task motivated leader (low lpc score)
or a relationship oriented leader (HIGH LPC) scale |
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Term
| Three Contingencies to determine the situational control |
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Definition
1. Quality of leader-member relations (good or poor)
- measures the degree to whcih the the group supports the leader
2. The degree of task structure (high or low)
- measures the extent to which task goals procedures and guidelines are clearly spelled out
3. Position of power (strong or weak)
- measure the degree in which the supervisor has the power to reward or punish |
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Term
Best Fit for task motivated leaders
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Definition
1. High Control Situations (leader of a team of market researchers)
- Good leader member relation (goal is clear)
-High task structures (you know what to do)
- and high position of power (you have the power to fire or reward)
2. Low control Situtations (being on the committee to improve student faculty relations)
- task structure is low (goal is not clearly defined)
- poor leader member relations ( not all members believe the committee is ok)
-little position of power ( people can leave the committee whenever they want) |
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Term
Best fit for relationship motviated leaders
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Definition
- Leader member relations are poor
- Task structure is high
- Low position of power
Since relations and power are low it is better to get the employees to want to work for you |
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Term
| Hershey Blanchard Situational Leadership Model |
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Definition
Succesful leaders adjust their style to the situation at hand
Uses maturity and readiness as tools
- refers to how able and willing and confident followers are when performing tasks |
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Term
| 4 leadership styles in H/B situational leadership model |
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Definition
1. Delegating (high readiness situations)
- low task, low relationship
- allows groups to take responsibility for task decisions
- Willing and able
2. Participating (Low to moderate readiness situations)
- Low task, High relationship
- shared ideas and participative decision making on task directions
- Not willing, but able
3. Selling (Moderate to high readiness situations)
- High task, high relationship
- explaining task directions in a supportive and persuasive way
- Unable but willing
4. Telling ( Low readiness situations)
- High Task, Low relationship
- giving specific task directions and closely supervising work
- Unwilling and unable |
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Term
| Path Goal Leadership Theory |
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Definition
Robert House
Believes that like fielder there is a right leadership style for each situation, but that leaders can switch between the four styles. |
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Term
| 4 Leadership Styles In Path Goal Theory |
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Definition
Directive Leadership Style
Supportive Leadership
Achievement oriented leadership
participative leadership |
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Term
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Definition
-letting people know the expectations, giving directions on what and how, scheduling, maintaining standards, clarifying goals of leader
- When job assignments are unclear or ambiguous |
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Term
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Definition
- doing things to make work more pleasant, treating people as equals, friendly, showing care for well being
- good for when morale is low, and self confidence is low
- Appropriate for distasteful work, high stress, low goal clarity |
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Term
| Acheivement Oriented Leadership |
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Definition
- setting challenging goals, expecting the highest levels of performance, continuous improvement, confidence in meeting high standards,
- When task challenge is insufficient in a job, helps set goals and raises performance aspirations
- appropriate for most takes especially those that are outcome oriented |
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Term
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Definition
- involves team in making decisions, cpnsulting with them, asking for suggestions, using these suggestions
- when performance incentives are poor, this helps clarify individual needs and identify appropriate awards
- appropriate in most tasks especially challenging ones |
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Term
| Contingencies for Path Goal |
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Definition
Follower Contingencies
- ability
- experience
- locus of control
The 4 leadership styles
directive
supportive
participative
achievement oriented
Environmental
- task structure
- authority group
- work group
Leader Effectiveness
adds value to the situation |
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Term
| Substitutes for leadership |
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Definition
are factors in the work setting that direct work efforts without the involvement of a leader
if the follower characteristics are there and there are clear organizational factors such as rules policies and procedures
product of path goal leadership |
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Term
| Leader Member Exchange Theory |
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Definition
- Recognizes that leaders may treat some people differently than they do with other people
- In groups and out groups
- Depends if the leader has good perception of followers
- Compatibility
- Competency
- Personality |
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Term
| Leader Participation Model |
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Definition
Vroom jargo
- links leadership success with the choices among alternative decision making methods
- leaders are most effective when the decision making model used best fits the situation |
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Term
| 3 decision types for leader participation model |
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Definition
1. Authority decision
2. Consultative decision
3. Group Decision |
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Term
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Definition
- is made by the leader and the communicate to the group
- work when leaders have the expertise needed to solve the problem
- when others are likely to accept your decision |
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Term
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Definition
- is made by the leader after consulting with the group
- works best when the leader lacks the expertise, the problem is unclear, when acceptance of the decision by others is vital, when there is enough time for true participation |
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Term
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Definition
Made by the group members themselves
- when the leader lacks expertise, acceptance of the decision by others is vital, enough time for true participation, goals are unclear |
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Term
| 3 factors for leader participative model |
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Definition
1. Decision quality
- based on who has the information needed to solve the problem
2. decision acceptance
-based on the importance of the follower acceptance
3. Decision time
- based on the time available to make and implement the decision |
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Term
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Definition
| inspires followers in extraordinary ways |
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Term
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Definition
| is inspirational and arouses extraordinary effort and performance |
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Term
| Qualities of Superleaders |
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Definition
Vision
Charisma
Symbolism
Empowerment
Intellectual stimulation
Integrity |
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Term
| Emotional Intelligence and Leadership |
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Definition
Emotional Intelligence
- is the ability to manage our emotions in social relationships
Emotionally Intelligent Leader:
- Motivated and Persistent
- High Social awareness
- Good self management
- Good Relationship Management
- High Self awareness
- understands our moods and emotions and the impact they have on our work |
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Term
| Gender Similarities Hypothesis |
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Definition
- males and females are very similar to one another in terms of physiological properties
- men and women can both be effective leaders
- but sometimes use different styles |
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Term
| Interactive Leadership Style |
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Definition
are strong communicators and act democratice and participative with followers and respect and care for others
- attributed to women leaders |
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Term
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Definition
Is always good and right by ethical standards
- Gandhi |
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Term
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Definition
| Leaders show this by acting with honesty, credibility, and consistency in putting values into action |
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Term
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Definition
| activates positive psychological states to achieve self awareness and positive self regulation |
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Term
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Definition
| - Forces within the individual that account for the level direction and persistence of effort expanded at work |
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Term
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Definition
Collapses Maslows five needs into 3
Existence Needs
Relatedness Needs
Growth Needs
Does not assumes that one need be met before the other is met, does not believe that satisfied needs lose their motivational impact |
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Term
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Definition
| are desires for physical well being |
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Term
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Definition
| Desires for good interpersonal relationships |
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Term
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Definition
| are desires for personal growth and development |
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Term
| The frusteration regression Principle |
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Definition
| states that an already satisfied need can become reactivated when a higher level need is blocked |
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Term
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Definition
Herzberg
- claimed that people are turned on to a job by satisfiers
- claimed that people are turned off to a job by hygiene factors |
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Term
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Definition
is found in job content, such as achievement, recognition, responsibility, advancement, or personal growth
- Increasing these factors increases job satisfaction |
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Term
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Definition
is found in the job context such as working conditions, co-worker relations, policies and rules, supervisor quality, base wage and salary
eliminate poor job context in order to decrease job dissatisfaction |
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Term
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Definition
David McClelland
asked people to draw pictures or write stories about what they see, the stories were analyzed for the themes of achievement, power and affiliation.
people develop these needs from life experience, since each need is linked with work it is important to understand the needs |
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Term
| Acquired Need theory Need for Achievement |
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Definition
is the desire to do something better to solve problems or master complex tasks
- High need for Achievement
- put competencies to work, work alone, take moderate risks
- need challenging tasks and low mointorization |
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Term
| Acquired Need Theory Need for Power |
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Definition
Is the desire to control influence or be responsible for others
Need for personal power
- do manipulative things for self gain
Need for social power
- work for the succes of the group over personal gains |
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Term
| Acquired Need Theory Need for Affiliation |
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Definition
is the desire to establish and maintain good relations with people
Seek companionship and approval
like to work with others bring opportunities for social approval |
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Term
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Definition
- Assumes that people compare themselves to others
- the notion that percieved inequity is a motivating state
- when they believe they are being treated unfairly they will be motivated to eliminate this discomfort |
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Term
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Definition
| The individual is satisfied and does not change behavior |
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Term
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Definition
The individual feels discomfort and acts to eliminate the inequity
- Can happen with the manager
- when he is handing out incentives
Can happen amongst co workers when
- they see others getting things they think they deserve or want |
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Term
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Definition
| Changing work inputs, rewards received, comparison points, situation |
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Term
| Mangerial Implications of Equity Theory |
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Definition
1. Can work agains the manager
- cause anger and controversies in the work place
2. Can work for the manager
- getting your employees to think they are getting benefits that others are not getting thus making them feel special |
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Term
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Definition
Victor Vroom
- Persons motivation depends on the relationships between three expectancy factors
1. Expectancy
2. Instrumentality
3. Valence |
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Term
| Expectancy Theory (Expectancy) |
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Definition
a persons belief that working hard will result in the desired level of task performance being achieved
to maximize select capable workers, train them well and support them with goals and resources |
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Term
| Expectancy Theory Instrumentality |
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Definition
A persons belief that successful performance will be followed by rewards and other work related outcomes
after they achieve task performance this is next
to maximize clarify rewards earned by performance and give rewards on performance basis |
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Term
| Expectancy Theory Valence |
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Definition
the value a person assigns to the possible rewards and other work related outcomes
- how highly do i value these outcomes
- to maximize identify indivudal needs and satisfy them with these goals |
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Term
| Expectancy Theory Equation |
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Definition
Motivation= Expectancy X Instrumentality X Valence
a 0 on any of the right side of the equation will thus result in a zero for motivation
all three factors must be there in order for someone to be motivated |
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Term
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Definition
| Views human behavior as affected by environmental consequences, focuses on external contingencies |
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Term
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Definition
| stats that behavior followed by pleasant reinforcement is likely to be repeated and that behavior followed by negative reinforcement is likely to not be repeated |
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Term
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Definition
is the control of behavior by manipulating its consequences
learning by reinforcement |
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Term
| Reinforcment Strategies Positive |
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Definition
| strengthens or increases the frequency of desired behavior |
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Term
| Reinforcment Strategies Negative |
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Definition
| also strengthens or increases the frequency of desirable behavior but by making the employee want to avoid the negative consequence again |
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Term
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Definition
decreases the frequency of undesirable behavior by making an unpleasant consequence contingent on its reoccurrence
written reprimand |
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Term
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Definition
Discourages behavior by making the removal of a desirable consequence contingent on its reoccurrence
a worker is acting bad but the other employees like it, he consuls them and tells to stop giving approval |
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Term
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Definition
| is positive reinforcement of successive approximations to the desired behavior |
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Term
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Definition
| rewards each time a desired behavior occurs |
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Term
| Intermittent Reinforcement |
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Definition
| rewards positive behavior only periodically |
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Term
| Law of Contingent Reinforcement |
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Definition
| for a reward to have maximum reinforcing value it must be delivered only after the behavior is exhibited |
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Term
| Law of immediate reinforcement |
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Definition
| the more immediate the delivery of a reward after the occurrence of a desirable behavior the greater the reinforcing value of the reward |
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Term
| Guidelines for reinforcement |
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Definition
- Clearly identified desired work behaviors
- maintain a diverse inventory of rewards
- inform everyone
- recognize individual differences when allocating rewards
- reinforcement must be immediate and contingent on behavior |
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Term
| Guidelines for punishment |
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Definition
- Tell the person what is being done wrong
- tell whats being done right
- match the punishment to the behavior
- administer punishment in private
- punishment should be immediate |
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Term
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Definition
| is arranging work tasks for individuals or groups |
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Term
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Definition
employs people in clearly defined and specialized tasks with narrow scope
frederick Taylor |
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Term
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Definition
is the total mechanization of a job
most extreme form of job simplification |
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Term
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Definition
increases task variety by periodically shifting workers between different jobs
used as a training approach |
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Term
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Definition
| Increases task variety by combining into one job two or more separate tasks usually done by different people |
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Term
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Definition
increases job depth by adding work planning and evaluating duties normally performed by the supervisor
if you want them to do a good job then give thema good job |
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Term
| Job Characterisitics Model |
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Definition
States that job satisfaction are influenced by
1. Experienced Meaningfulness of the work
2. Experienced Responsibility for the outcomes of the work
3. Knowledge of actual results of work activities |
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Term
| Job Characterisitcs Model 5 core competencie |
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Definition
1. Skill Variety
- amount of different activities to complete the job
2. Task Identity
- completion of a whole project
3. Task Significance
- does the job impact lives substantially
4. Autonomy
- gives the individual freedom
5. Feedback from the job
- do the individual obtain direct and clear information on his or her performance
** if it is high in these categories than it is enriched, only enrich people who have strong growth needs |
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Term
| Improving Job Characterisitics |
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Definition
1. Form natural units of work
- tasks that are performed are done in a logical manner relating to one another
2. Combine Tasks
3. Establish Client Relationships
4. Open feedback channels
5. Practice Vertical Loading
- allows people to do the planning and controlling usually done by supervisors |
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Term
| Job Design Modern Approaches |
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Definition
Flextime
Modified Compressed work week
telecommuting
Job sharing |
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Term
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Definition
| gives employees some choice in daily work hours as long as they get x amount of time in before the week ends |
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Term
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Definition
is any work schedule that allows a full time job to be completed in less than the standard 5 day 8 hour shift
usually a 4 10 hr day work week |
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Term
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Definition
| splits one job between two people |
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Term
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Definition
| involves using IT to work at home or outside of the office |
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Term
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Definition
are employed on a part time and temporary basis to supplement a permanent workforce
provide just in time work for employers who want to avoid the costs and responsibilities of hiring full timers |
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Term
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Definition
| the set of individual characteristics that underlie a relatively stable pattern of behavior |
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Term
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Definition
is the process through which people receive, organize, and interpret information from the environment
perceptions have a strong influence on behavior |
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Term
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Definition
set of individual expectations held by the individual about what will be given and received in the employment relationship
a good one will be balanced between individual contributions such as work and inducements such as pay, benefits, training etc |
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Term
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Definition
Another way perception influences behavior
the process of developing explanations for events |
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Term
| Fundamental Attribution Error |
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Definition
occurs when observers attribute another person performance problems more to internal failures of the individual rather than the external factors relating to the environment.
ex. blaming someones poor work on their lack of skill when really you didnt give them enough time to do it right |
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Term
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Definition
part of attribution theory
individuals blame their personal failures on external causes and attribute their succes to internal causes |
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Term
| Perception tendencies and distortions |
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Definition
Stereotypes
Halo Effects
Selective Perception
Projection |
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Term
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Definition
when attributes commonly associated with a group are assigned to an individual
asains are good at math |
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Term
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Definition
when on attribute is used to develop an overall impression of a person or situation.
ex. a pretty lady is automatically nice, she could be a total bitch tho |
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Term
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Definition
is the tendency to single out for attention those aspects of a situation or person that reinforce ones existing beliefs, values, or needs.
to define problems from ones own point of view
people from accounting only see problems from an accounting pov |
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Term
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Definition
is the assignment of personal attributes to other individuals
ex. to assume that other people share your needs or desires
you change a job cuz you think its boring but everyone else might love the original job |
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Term
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Definition
is the systematic attempt to influence how others perceive us
Dress formal to an interview, make a good impression |
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Term
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Definition
| is the profile of characteristics making a person unique from others |
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Term
| Big 5 personality dimensions |
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Definition
Extroversion
Agreeableness
Conscientiousness
Emotional Stability
Openness to experience |
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Term
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Definition
Personality trait
being outgoing sociable and assertive |
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Term
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Definition
Being good natured, cooperative, and trusting
gets along with others |
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Term
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Definition
the degree to which someone is responsible, dependable, and careful
focuses on what can be accomplished and meets commitments |
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Term
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Definition
the degree to which someone is relaxed, secure, and unworried
calm and confident |
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Term
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Definition
the degree to which someone is curious, receptive to new things and open to change
broad minded, imaginative, |
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Term
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Definition
| the degree to which someone is willing to take risks |
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Term
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Definition
| the extent to which individuals believe they can control what is happening to them |
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Term
| Myers Briggs Type indicators |
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Definition
A sophistacated questionnaire that probes into how people act or feel in various situations
1. describes personality differences in ways people relate with others by extroversion or introversion
(extraverted or Introverted E or I)
2. How people vary in the way that they gather information either through details, facts or routines
(sensing v Intuitive) (details or big pic)
3.How people vary in ways of evaluating information (looking for the big picture, or various possibilities)
(thinking vs Feeling) (rely on logic or emotions)
4. How people vary in ways evaluating their external environment
( Judging v Perceiving) (prefers order and control or flexibility) |
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Term
| Personal Conception Trait |
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Definition
how people by personality tend to relate with the environment
Locus on control, Machiavellians, self monitoring, authoritarianism |
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Term
| Emotional Adjustment Trait |
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Definition
how they are inclined toward handling stress and uncomfortable situations
Type A personality |
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Term
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Definition
is the degree to which a person tends to defer to authority and accepts status differences
follows rules and orders |
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Term
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Definition
the extent to which someone is emotionally detached and manipulative
High Mach
- exploitative and unconcerned with others
Low Mach
- allowing others to exert power over him |
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Term
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Definition
reflects the degree to which someone is able to adjust and modify behavior in response to the immediate situation and external factors
High Self
- tends to be a learner, comfortable with feedback, willing to change |
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Term
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Definition
| a person oriented towards extreme achievement, impatience, and perfectionism |
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Term
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Definition
a cognitive and affective evaluation that predisposes a person to act in a certain way
Cognition---Affect--- Behavior |
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Term
| Cognitive Component of Attitude |
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Definition
reflects your belief or opinion
this job is interesting |
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Term
| Affect or emotional component of attitude |
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Definition
attitude reflects your cognition
I love my job |
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Term
| Behavior component of attitude |
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Definition
reflects an attitude and becomes the way you behave
im going to work hard and get promoted |
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Term
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Definition
is discomfort felt when an attitude and behavior are inconsistent
most people change their behavior to fit their attitude |
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Term
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Definition
the degree to which one has a positive attitude towards ones job
important work related attitude |
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Term
| Organizational Commitment |
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Definition
loyalty to the heavy involvement in ones organization
important work related attitudes |
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Term
| Facets that measure job satisfaction |
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Definition
work itself
quality of supervisors
co workers
opportunities
pay
work conditions
security |
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Term
| Job satisfaction and organizational commitment |
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Definition
| are related to outcomes such as absenteeism and turnover |
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Term
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Definition
occur as temporary absenteeism and actual job turnover
if the worker is more satisfied than he wont no show or have to be fired |
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Term
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Definition
| is willingness to help others do extra, and feeling positive about the organization |
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Term
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Definition
| the degree to which a person is dedicated to their job |
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Term
| Organizational Citizenship |
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Definition
| is a willingness to go beyond the cal of duty or go the extra mile |
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Term
| 2 dimensions of organizational Commitment |
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Definition
Rational Commitment
- feeling that the job serves one financial, developmental and professional interests
Emotional Commitment
- feelings that what one does is important |
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Term
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Definition
| are strong feelings directed towards someone or something |
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Term
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Definition
| is a state of tension caused by extraordinary demands, constraints, or opportunities |
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Term
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Definition
acts in a positive way to increase effort, stimulate creativity, and encourage diligence in ones work
type a want more work |
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Term
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Definition
| impairs the performance of a person |
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Term
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Definition
| physical and mental exhaustion from wrok stress |
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Term
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Definition
| as agressive behavior toward coworkers or the work setting |
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Term
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Definition
A part of stress management
is the pursuit of ones full potential through a personal health promotion program. |
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