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| a consciously coordinated social unit, composed of two ore more people, that functions on a relatively continuous basis to achieve a common goal or set of goals |
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| a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organizations effectiveness |
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| the concept that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and inclusion of other diverse groups |
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| situations in which individuals are required to define right and wrong conduct |
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| an abstraction of reality. a simplified representation of some real world phenomenon. |
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| the ratio of effective output to the input required to achieve it |
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| deviant workplace behavior |
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| voluntary behavior that violates significant organizational norms and, in doing so, threatens the well being of the organization or its members |
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| organizational citizenship behavior |
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| discretionary behavior that is not part of an employee's formal job requirements, but that nevertheless promotes the effective functioning of the organization |
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| a positive feeling about ones job resulting from an evaluation of its characteristics |
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| a response that is affected by an independent variable |
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| productivity, absenteeism, turnover, deviant workplace behavior, organizational citizenship behavior, job satisfaction, independent and dependent variables, group level variables, organization system variables |
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| the presumed cause of some change in the dependent variable |
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| individual (telephoto), groups (normal), intergroup (wide angle) |
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fred tayler- scientific mgmt- guidelines, productivity (find one best way) managers needed to think, workers follow (mindless workers) 1)clear declination of authority- manager 2)moving responsibilities to manager 3)separating planning from operating
4)plan selection & training of workers
5)standardized work processes
6) incentive schemes
7) extreme tax specialization
Henri fayol-role of manager- france
max weber- ideal bureaucracy- roles/regulations
-specification of jobs
-detailed rights, responsibilities
-supervision- clear chain of command
-written documentation |
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| Behavioral era 1930-1950's |
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human relations movement, dissatisfied employees- don't work as hard
satisfy employees- work harder and better
hawthorn studies- light, productivity up, knew they were being watched, Elton Mayo |
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| a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment |
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| to replace intuition with systematic understanding may be undermined by perceptual and attributable bias |
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peoples behavior based on perception and what reality is, not on reality itself.
-the world as it is perceived of what reality is, not on reality itself |
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| attempting to determine behavior, is externally or internally caused |
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| distinctiveness- different behaviors for different situations, consensus- everyone was late once, -consistency- how often behavior happens |
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| fundamental attribution error |
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| over attribute internal over external factors |
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| when rationalizing on behavior- external over internal |
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| idea that people selectively interpret what they see based on attitudes, backgrounds, experiences, and interests |
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| draw general impression about an individual based on a single characteristic |
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| idea we don't evaluate a person in isolation. our reaction to one person is influenced by other people we've recently encountered |
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| attributing ones own characteristics to other people |
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| judging individuals on single characteristics based on a single group the person belongs to |
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| situation in which one person inaccurately perceives another person, resulting perception causes person to behave based on perception |
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| rational decision making model |
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1. define the problem
2. identify the decision criteria
3. allocate weights to the criteria
4. develop the alternatives
5. evaluate the alternatives
6. select the best alternative |
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| making decision by constructing simplified models that extract the essential features from problems without capturing all their complexity. |
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| intuitive decision making |
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| unconscious process from experiences |
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| shortcut recipes for solving problems, making decisions, estimating quantities, -product of evolution, generally work well, - but are also a source of bias |
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| idea judgment is based by trying to match with a preexisting category |
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basing decision/ judgment on info readily available
ex. what causes more deaths in the us? car accidents or stomach cancer
answer stomach cancer, most would say car accident |
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| increased commitment to a previous decision in spite of negative information |
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| tendency to falsely believe we would have made accurate decision or outcome after the fact |
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| anchoring and adjusting theory |
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people start with one estimate and adjust up/ down as needed but never adjust enough
ex. grocery store game with wife of estimating |
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unpleasant outcomes
pleasant outcomes |
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| is ones consistent morals, values, environmental, educational, and genetic influences that determine our behaviors |
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| ability to detect and manage emotional ques and information |
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| being aware of what your feeling |
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| ability to manage emotions and impulses |
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| ability to persist through set backs and failures |
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| ability to sense how others are feeling |
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| ability to handle the emotions of others |
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| individuals actual emotions |
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| emotions that are organizationally required and considered appropriate in a given job |
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| Myers Briggs type indicator (MBTI) |
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| a personality test that taps four characteristics and classifies people into 1 of 16 types |
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| factors that tell personality |
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| a personality dimension describing someone who is sociable, gregarious, and assertive |
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| a personality dimension that describes someone who is good-natured, cooperative, and trusting |
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| conscientiousness (big five) |
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| a personality dimension that describes someone who is responsible, dependable, persistent, and organized |
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| emotional stability (big five) |
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| a personality dimension that characterized someone as calm, self confident, secure, versus nervous, depressed, and insecure |
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| openness to experience (big five) |
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| a personality dimension that characterizes someone in terms of imagination, sensitivity and curiosity |
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| the degree to which people believe that they are masters of their own fates |
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| degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means. high mach, low mach |
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| the tendency to be arrogant and have a grandiose sense of self importance, require excessive admiration and have a sense of entitlement |
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| ability to adjust behavior to external and situational needs |
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| aggressive involvement in a chronic, incessant struggle to achieve more and more in less and less time and if necessary again the opposing efforts of other things or other people |
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| no sense of urgency, no need to discuss achievements unless demanded, can relax, etc. |
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| basic convictions that a specific mode of conduct or end state of existence is personally or socially preferable to an opposite or converse mode of conduct or end state of existence. |
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| a hierarchy based on a ranking of an individuals values in terms of their intensity |
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| one of most widely referenced frameworks for analyzing variations among cultures 1960-1970's |
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| hf- individualism vs collectivism |
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| how you think/ act (most used) |
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| how you feel/ deal with change |
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| hf- masculinity vs femininity |
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| how society reinforces gender roles |
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degree to which society accepts upward mobility
us- low power distance
high power- hierarchical |
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| assertiveness, gender differentiation, uncertainty avoidance, power distance, in group collectivism, performance orientation, humane orientation |
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| vet, boomer, xers, mills- all have different traits |
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general cognitive frameworks that help us to organize and group information
-based on present situations and past experiences
-data reduction devices- filter past experiences- allow perciever to attend to only certain aspects of their experiences
-they suggest implications for actions |
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| general understanding, mental model |
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more defined than schemas
ex. restaurant- we know what to do |
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affect ways we process information
-effects stimuli we select to perceive
-effects the ways we organize/ interpret that information |
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| the processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal |
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| belief we will actively seek out pleasure and try to avoid pain- carrot and stick approach |
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solo challenge, opportunities for creativity, responsibility, autonomy, opportunities for growth, personally rewarding
ex. come to class to learn |
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| pay, job title, office, other perks, ex. coming to class for a grade |
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| hierarchy of needs theory |
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| a hierarchy of five needs- physiological, safety, social, esteem, and self-actualization, exists such as each need is substantially satisfied, the next need becomes more dominant |
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| needs that are satisfied externally, physiological and safety needs |
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| needs that are satisfied internally, social, esteem and self actualization needs |
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| bad people, bad employees, need to be controlled |
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| the drive to excel, to achieve, in relation to a set of stardards |
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| the need to make others behave in a way that they would not have behaved otherwise |
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| the desire for friendly and close interpersonal relationships |
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| specific and difficult goals, with feedback, lead to higher performance |
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| a theory that behavior is a function of its consequences |
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| a theory that individuals compare their job inputs with those of others and then respond to eliminate any inequities |
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| the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual |
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| two or more individuals interacting and interdependent, who have come together to achieve particular objectives |
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| informal group, command group, task group, interest group, friendship group |
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| common interests, geographic, common backgrounds, common goals, common cultural similarity, common needs |
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| forming, storming, norming, performing, adjourning |
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| different time schedule/ deadlines operating on a flat level until oh shit moment which causes acculturated activity until deadline |
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| unwritten agreements between employers and employees |
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| disadvantages and advantages |
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