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Organizational effectiveness |
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Ultimate dependent variable in OB Problem with goal attainment Four different perspectives |
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Organizations depend on external environment for resources, affect the environment thru output, and transform inputs to outputs |
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Organizational learning perspective |
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Depends on the organization's capacity to acquire, share, use and store (ASUS) valuable knowledge |
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Company's stock of knowledge |
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Stock of knowledge, skills, and abilities among employees that provide economic value to org |
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High performance work practices perspective |
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Practices that leverage the potential of human capital -employee involvement, job autonomy, employee competence, performance-based rewards |
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Storage and preservation of intellectual capital -keeping knowledgable employees, transferring human capital to structural capital |
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Corporate social responsibility (CSR) |
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Benefit society and environment beyond the firm's immediate financial interests or legal obligations -society, economic, enviro |
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Entities who affect or are affected by firm's objectives and actions -conflicting interests |
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Stable, evaluative beliefs that guide preferences for outcomes or courses of action |
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Minimizing conflict between work and nonwork demands #1 indicator of career success |
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MARS Model of individual behavior |
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Motivation, ability, and role perceptions (located within the person) and situational factors (external) influences an individual's behavior and performance |
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Forces that affect the Direction, Intensity, and Persistence (DIP) of voluntary behavior |
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Natural attitudes and learned capabilities; skills, knowledge, other characteristics lead to superior performance |
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Beliefs about what behavior is required to achieve the desired results -what tasks, priority of tasks, preferred behaviors to accomplish |
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Environmental conditions beyond individual's short-term control that constrain or facilitate behavior |
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Unique and relatively enduring pattern of thoughts, emotions and behaviors External traits-observable behaviors Internal-thoughts, values, etc |
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Heredity explains 50% of behavioral tendencies and 30% of temperament |
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Socialization, learning Personality stabilizes throughout adolescence |
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Conscientiousness Agreeableness Neuroticism Openness to experience Extraversion |
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Jungian personality theory |
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Identifies preferences for how we perceive environment and how we obtain/process information |
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Individual's self-beliefs and evaluations (self-esteem, self-efficacy, locus of control) |
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Belied that you have the ability, motivation, correct role perceptions, and resources (situational factors) to complete a task successfully |
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Defining self in terms of groups to which you belong |
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Process of receiving info about and making sense of the world around us Affected by Situation, Target, and Perceiver |
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Attending to some information received by our senses and ignoring other information contrary to our beliefs/values |
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Past experiences that have created abstract knowledge structures which we use to organize and interpret information about target |
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Dysfunctional schemas based on visible characteristics and inaccurate information, happens because of categorical thinking |
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Deciding whether an observed behavior is caused largely by internal or external factors |
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Tendency to attribute out favorable outcomes to internal factors and our failures to external factors |
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Fundamental attribution error |
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Tendency to see the person rather than the situation as the main cause of that person's behavior |
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When our expectations about another person cause that person to act in a way that is consistent with those expectations |
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One trait affects perception of that person's other traits |
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Quickly form an opinion of people based on the first information we receive about them |
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Most recent information dominates perception |
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Overestimate the extent to which others have beliefs and characteristics similar to our own |
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Interaction with the environment leads to change in behavior |
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Behavior modification (ABCs) |
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Change behavior (B) by managing its antecedents (A) and consequences (C) |
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Learning occurs by observing others and then modeling the behaviors that lead to favorable outcomes and avoiding behaviors that lead to punishments |
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Episodes experienced toward an object, person or event that create a state of readiness Generate evaluation of good/bad and level of activation |
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Judgement towards a person, object, event (attitude object) Based mainly on rational logic Stable for days or longer |
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When we perceive an inconsistency between our beliefs, feelings, and behavior Change beliefs and feelings to reduce inconsistency |
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Set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others |
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Person's evaluation of his/her job and work context Not a good predictor of job performance |
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Four ways that employees respond to job dissatisfaction Exit, voice, loyalty, neglect |
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Positive expectations one person has toward another person in situations involving risk |
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Adaptive response to situations perceived as challenging or threatening to well-being |
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