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| An individuals generalized belief about internal control (self-control) versus external control (control by the situation or by others) |
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| A persons overall view of himself as being able to perform effectively in a wide variety of situations. |
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| An individuals general feeling of self worth. |
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| The extent to which people base their behavior on cues from other people and situations. |
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| The process of interperting information about another person. |
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| A theory that explains how individuals pinpoint the causes of their own behavior and that of others. |
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| Affect, Behavioral Intentions, and Cognition. |
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| A state of tension that is produced when an individual experience conflicts between attiudes and behavior. |
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| A pleasurable or positive emotional state resulting from the appraisal of ones job or job experiences. |
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COGNITIVE ROUTE TO PERSUASION
CENTRAL ROUTE |
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Definition
| Involves direct cognitive processing of a messages content. When an issue is personally relevant, the individual is motivated to think carefully about it. |
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CONGNITIVE ROUTE TO PERSUASION
PERIPHERAL ROUTE |
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Definition
| When an individual is not motivated to pay much attention to a messages content because the message may not be perceived as personally relevant or the individual may be distracted. |
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| The process of arousing and sustaining goal directed behavior. |
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| Founder of scientific management. |
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| A set of assumptions of how to manage individuals who are motivated by lower order needs. (Physiologial and Security needs) |
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| A set of assumptions of how to manage individuals motivated by higher order needs. (Love or social, esteem and self actualization needs) |
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| A manifest (easily perceived) need that concerns an individual need to make an impact on others, influence others, change peopel or events, and make a difference in life. |
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| Herzberg's two factor theory. A work condition related to satisfaction of the need for psychological growth. |
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| Herzberg's two factor theory. A work condition related to dissatisfaction caused by discomfort or pain. |
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Term
| EXPECTANCY MODEL FOR MOTIVATION |
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Definition
| Valance, expectancy and instrumentality. |
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| An approach to work design that emphasized work simplification first advocated by Frederick Taylor.Focuses on work simplication, no creativity,work always the same. |
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| Standardization and the narrow, explicit specification of task activites for workers. |
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| A method of job design that increases the number of activites in a job to overcome the boredom of over-specialized work. Designed to overcome boredom |
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| A variation of job enlargement in which workers are exposed to a variety of specialized jobs over time. |
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| Designing or redesigning jobs by incorpating motivational factors into them. (Vertical) |
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| The process of constructing and adjusting an organization's structure to achieve its goals. |
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| HORIZONTAL DIFFERENTIATION |
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| The degree of differentiation between the organizational sub-units and is based on employees specialized knowledge, education, or training. (EX. Two teachers who teach specialized subjects in different academic departments) |
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| The difference in authority and responsibility in the organizational hierarchy. (EX. Occurs between the CEO and teh mainenance supervisor.) |
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| Organizations with narrow spans of control. They tend to be characterized by closer supervision and tighter controls. (Communication becomes burdensome since directives must pass through more layers.) |
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Term
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Definition
1. Formalization (rules, regs, procedures)
2. Centralization(decisions made at top)
3. Specialization(jobs narrowly defined)
4. Standardization(work accomplished in routine fashion)
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| The process of dividing work in the organization. |
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| The process of coordinating work in an organization. |
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| A selectively decentralized form of organization that emphasizes the support staff and mutual adjustment among people. |
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| Anything outside of the boundaries of an organization |
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| An organizational design that emphasizes structured activites, specialized tasks, and centralized decision making. |
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| An organizational design that emphasizes teamwork, open communications, and decentralized decision making. |
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Term
| ORGANIZATIONAL (CORPORATE) CULTURE |
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Definition
| A pattern of basic assumptions that are considered valid and that are taught to new members as the way to perceive, think, and feel in the organization. |
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| EDGAR SCHEIN'S 3 LEVELS OF ORGANIZATIONAL CULTURE |
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Definition
| Artifacts, Values, and Basic Assumptions. |
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Definition
| Symbols of culture in a physical and social work enviroment. (storiesm, rituals, symbols, rites and ceremonies.) |
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| A person's underlying beliefs of what should be or should not be. (Greater level of awareness. Testable in the physical enviroment. Testable only by social consensus.) |
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| Deeply held beliefs that guide behavior and tell members of an organization how to perceive and think. (Taken for granted, invisible, preconscious.) |
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| An organization culture with a consensus on values that drives the company with intensity and that is recognizable even to outsiders. |
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Definition
| A change of a small scope, such as making small improvements or fine tuning. |
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Definition
| A change of a larger scale, such as organizatonal restructuring. A change where a company moves from an old state to a known new state during a controlled period of time. |
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| A change in which the organization moves to a radically different and sometimes unknown future state. |
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| The individual or group that undertakes the task of introducing and managing a change in an organization. |
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Term
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Definition
| Unfreezing, moving, and refreezing. |
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Term
UNFREEZING
(LEWIN'S CHANGE MODEL) |
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Definition
| Individuals are encouraged to discard old behaviors by shaking up the equilibrium state that maintains the status quo. (Eliminating rewards for current behavior) |
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Term
MOVING
(LEWIN'S CHANGE MODEL) |
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Definition
| When new attitudes, values, and behaviors are established and substituted for old ones. |
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Term
REFREEZING
(LEWIN'S CHANGE MODEL) |
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Definition
| When new attitudes, value, and behaviors are established as the status quo. New ways are cemented in and reinforced. |
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Definition
| Is critical to making change stick. Changes must be consistent with deeply held core values. |
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Term
| ORGANIZATIONAL COMMITMENT |
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Definition
| The strength of an inidividuals indentification with an organization. |
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Definition
| The type of organization commitment that is based on an individuals desire to remain in an organization |
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| Organization with a high number of employees and a high ratio of employee to supervisor |
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Definition
| The assumption that individual behavior is accounted for by the situation. |
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Definition
Barrier to Social Perception.
The process of selecxting info that supports our indiviudal viewpoints while discounting info that threatens our view point. |
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Definition
Barrier to social perception.
A generalization about a group of people. |
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Definition
Barrier to social perception.
The tendancy to form lasting opinions about an individual based on initial perceptions. |
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Definition
Barrier to Socical Perception.
Overestimating the number of people who share our own beliefs,values and behaviors. |
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Definition
Barrier to Social Perception.
The situation in which our expectations about peole affect our interaction witgh them in such a way the our expectations are fulfilled. |
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Term
| 5 DIMIENSIONS OF JOB SATISFACTION |
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Definition
Pay
The Work Itself
Promotion opportunities
Supervision
Co-workers |
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